Chart

Pie chart with 4 slices.

End of interactive chart.
Attempt 1
All knowledge areas
All questions
Question 1:
Skipped
The Kanban method is a holistic framework for incremental, evolutionary
processes and systems change for the organization. The method uses a ‘pull
system’ to move the work through the process. Which of the following THREE
CHOICES are the defining principles of the Kanban process?

 Start with current state

(Correct)

 Encourage acts of leadership at all levels

(Correct)

 Agree to pursue incremental, evolutionary change

(Correct)

 Single code-based solutions

 Use of timeboxed iterations

Explanation
In the context of the Kanban method, options A, B, and C are the correct
defining principles, while options D and E are incorrect. Let's break down
each option to understand why:

A. Start with current state:

- This is a defining principle of the Kanban method. Kanban encourages

organizations to start with their current processes and visualize the
workflow, making incremental improvements over time. This principle aligns
with the concept of "starting where you are," which is a fundamental aspect
of the Kanban approach to change.

B. Encourage acts of leadership at all levels:

- This is another defining principle of Kanban. It emphasizes that leadership

and decision-making should not be restricted to just a few individuals in
management roles. Instead, leadership can emerge at all levels of the
organization, promoting a culture of continuous improvement and
collaboration. This principle reflects the core philosophy of empowering team
members to take ownership and make decisions.

C. Agree to pursue incremental, evolutionary change:

- This principle is essential to Kanban. It signifies that organizations should

agree to make changes gradually and in an evolutionary manner. Kanban is
not about making large, disruptive changes but rather about small,
continuous improvements. This principle supports the idea of managing
change in a way that minimizes disruptions and encourages adaptability.

Now, let's look at the incorrect options:

D. Single code-based solutions:

- This option is not a defining principle of the Kanban method. Kanban is

not specific to code-based solutions; it can be applied to various types of
work, including software development, manufacturing, and other knowledge
work. The focus of Kanban is on managing and optimizing the flow of work
through the system, not on the specific type of work being done.

E. Use of timeboxed iterations:

- Timeboxed iterations are more commonly associated with Agile

methodologies like Scrum, not with the Kanban method. Kanban is based on
a continuous flow system, where work items are pulled through the process
as capacity allows, rather than being confined to fixed timeboxes (sprints).
Kanban does not prescribe the use of timeboxed iterations as a fundamental
principle.

In the Project Management Body of Knowledge (PMBOK) framework, the

Kanban method is considered an Agile and Lean approach that promotes
incremental and evolutionary changes, visualizing work, and optimizing
workflows. It is characterized by a pull system, as described in option A,
which is one of the defining principles of Kanban. Options B and C are also in
line with the core principles of Kanban, promoting leadership at all levels and
incremental, evolutionary change. Kanban is not limited to code-based
solutions or timeboxed iterations, as suggested by options D and E, making
them incorrect in the context of the Kanban method.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices
 Link to Agile Practice Guide: Section 2.3 - Lean and the Kanban Method
Question 2:
Skipped
Agile project management methodology emphasizes early value creation.
However, this accelerated delivery might not suit some organizations due to
insufficient organizational structure and the inability to accommodate rapid
delivery. If an organization is averse to early value creation, which of the
following risks becomes more likely to occur?

 Story points increase exponentially in each backlog

 Project costs skyrocket
 Too many instances of scope creep make the base scope
unmanageable
 Targeted ROI is delayed

(Correct)

Explanation
The correct answer to the given question is option D: "Targeted ROI is
delayed."

Let's break down each option to understand why D is the correct choice and
why the other options (A, B, and C) are incorrect:

A. Story points increase exponentially in each backlog:

- Story points are a measure used in Agile project management to estimate

the effort required for tasks. While the increase in story points could indicate
a problem, it does not necessarily relate to the organization's aversion to
early value creation. Story point fluctuations can happen in Agile projects,
but they may not directly lead to the delay of ROI.

B. Project costs skyrocket:

- While project costs can certainly increase, the relationship between an

organization's aversion to early value creation and skyrocketing costs is not
explicitly mentioned. The increase in costs may not necessarily be a direct
result of an aversion to early value creation, and it doesn't address the
question's focus on the specific risk.

C. Too many instances of scope creep make the base scope

unmanageable:

- Scope creep is a common risk in project management, and it can

certainly make the base scope unmanageable. However, the question is
primarily about the organization's aversion to early value creation and its
impact on specific risks. While scope creep can be detrimental to a project,
it's not directly related to the delay of ROI resulting from such aversion.
D. Targeted ROI is delayed:

- This option is the correct answer. When an organization is averse to early

value creation, it may prefer traditional project management approaches
with longer development cycles. This delay in delivering value can directly
impact the Return on Investment (ROI) because the organization will not
start realizing returns on its investment until much later in the project's
lifecycle. This aligns with the concept of ROI and how an organization's
preference for delayed value creation can impact the project's financial
success.

In the Project Management Body of Knowledge (PMBOK) framework, the

importance of aligning project management methodologies with an
organization's structure and objectives is emphasized. Agile methodologies
focus on delivering value early, while traditional approaches may have
longer delivery cycles. This misalignment between an organization's
preference for delayed value creation and Agile methodologies can result in
a delayed ROI, which is a recognized risk in project management.

Therefore, option D is the correct choice as it directly addresses the specific

risk associated with an organization's aversion to early value creation.

 Link to new ECO: Domain 1, Task 6: Build a Team.

 Link to Agile Practice Guide: Section 2.2 Agile Manifesto and Mindset
Question 3:
Skipped
You are a project manager for a flow-based agile project which deals with the
development of an Android+ i-OS app to order medicines at home for elderly
individuals. Which of the following statements is true for a flow-based agile
project?

 Each timebox is the same size. Each timebox results in working

tested features
 Each timebox duration is different and flows in the timebox
depends on the number of features in the WIP limit

(Correct)

 Each timebox duration is dependent on the discretion of the

Scrum Master
 Each timebox duration depends on the nature of execution of
the previous sprint

Explanation
The correct answer to the given question is option B: "Each timebox duration
is different, and flows in the timebox depend on the number of features in
the WIP limit."

Let's break down each option to understand why option B is correct and why
the other options (A, C, and D) are incorrect:

A. Each timebox is the same size. Each timebox results in working

tested features:

- This statement does not align with the characteristics of a flow-based

agile project. In flow-based approaches, such as Kanban, timeboxes are not
typically used. Timeboxes are more common in iterations or sprints in other
agile methodologies like Scrum. Flow-based projects focus on the continuous
flow of work based on work-in-progress (WIP) limits and do not enforce fixed
timeframes like sprints.

C. Each timebox duration is dependent on the discretion of the

Scrum Master:

- This statement is incorrect for flow-based agile projects. In flow-based

methodologies like Kanban, timebox durations are not determined by the
Scrum Master or any single individual's discretion. Instead, timebox
durations can vary based on the nature of the work and the WIP limits set for
the workflow stages. The team collectively manages and adjusts the
timeboxes based on the workflow's needs.

D. Each timebox duration depends on the nature of execution of the

previous sprint:

- This statement is more in line with the practices of iterative and

timeboxed methodologies like Scrum, where the duration of timeboxes
(sprints) may be influenced by the outcome of the previous sprint. However,
it is not a characteristic of flow-based agile projects. Flow-based projects do
not have fixed sprint durations based on previous sprint outcomes.

Option B aligns with the concepts of flow-based agile project

management, where the duration of timeboxes (if used) can be flexible and
is often determined by the number of features or tasks within the WIP limit.
The focus is on maintaining a smooth flow of work, adjusting the duration as
necessary to optimize the process.

In the Project Management Body of Knowledge (PMBOK) and the Agile

Practice Guide, the characteristics of different agile methodologies are
described, and the use of timeboxes and WIP limits in flow-based approaches
is emphasized. Flow-based agile methods, such as Kanban, are well-suited
for continuous delivery and do not prescribe fixed timebox durations, as
found in Scrum. Therefore, option B is the correct choice for a flow-based
agile project dealing with the development of an Android and iOS app for
ordering medicines for elderly individuals.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Agile Practice Guide: Figure 3.5 (Flow based agile life cycles)
Question 4:
Skipped
Match the name of the following commonly used AGILE approaches (1, 2, 3,
4, 5) with their key characteristics/definitions (A, B ,C, D, E) Note: In your
PMP Exam, you will be required to drag & drop boxes containing the options
below to match them accordingly.

1. Scrum

2. XP

3. DSDM

4. Kanban

5. Disciplined Agile

___________________________________

A. It is known for its emphasis on constraint-driven delivery. It fixes cost,

quality, and time at the outset and uses the MoSCoW prioritization of scope
into musts, shoulds, coulds and won't haves to adjust the project deliverable
to meet the stated time constraint.

B. It is a process decision framework that integrates several agile best

practices into a comprehensive model. It was designed to offer a balance
between popular agile methods deemed to be either too narrow in focus or
too prescriptive in detail.

C. It is an iterative and incremental agile software development framework

for managing software projects and product or application development. Its
focus is on "a flexible, holistic product development strategy where a
development team works as a unit to reach a common goal" as opposed to a
"traditional, sequential approach"

D. It is a software development method based on frequent cycles to increase

responsiveness towards customer’s changing requirements. It advocates
frequent "releases" in short development cycles, which is intended to
improve productivity and introduce checkpoints where new customer
requirements can be adopted. ‘Programming in pairs’ is a key characteristic
of this methodology.

E. It has been derived from the lean philosophy of JIT. Unlike most agile
approaches, this does not prescribe the use of timeboxed iterations. It allows
the continuous flow of work pulled from the changing customer needs thus
focusing on continuous delivery.

_____________________________________

 1-D, 2-C, 3-B, 4-E, 5-A

 1-A, 2-B, 3-C, 4-E, 5-D
 1-C, 2-D, 3-A, 4-E, 5-B

(Correct)

 1-D, 2-C, 3-A, 4-E, 5-B

Explanation
Option 3: It is very important that you understand the definitions and key
characteristics of the different agile methodologies. Link to new ECO: Domain
2, Task 13: Determine appropriate project methodology/methods and
practices

Scrum: It is an iterative and incremental agile software development

framework for managing software projects and product or application
development. Its focus is on "a flexible, holistic product development
strategy where a development team works as a unit to reach a common
goal" as opposed to a "traditional, sequential approach"

XP: It is a software development method based on frequent cycles to

increase responsiveness towards customer’s changing requirements. It
advocates frequent "releases" in short development cycles, which is
intended to improve productivity and introduce checkpoints where new
customer requirements can be adopted. ‘Programming in pairs’ is a key
characteristic of this methodology.

DSDM: It is known for its emphasis on constraint-driven delivery. It fixes

cost, quality and time at the outset and uses the MoSCoW prioritization of
scope into musts, shoulds, coulds and won't haves to adjust the project
deliverable to meet the stated time constraint.

Kanban: It has been derived from the lean philosophy of JIT. Unlike most
agile approaches, this does not prescribe the use of timeboxed iterations. It
allows the continuous flow of work pulled from the changing customer needs
thus focusing on continuous delivery.

Disciplined Agile: It is a process decision framework that integrates several

agile best practices into a comprehensive model. It was designed to offer a
balance between popular agile methods deemed to be either too narrow in
focus or too prescriptive in detail.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Agile Practice Guide: Figure A3-5 (DSDM), Section A3.3 (XP),
Section A3.4 (Kanban), Section A3.2 (Scrum), Section A3.14
(Disciplined Agile)
Question 5:
Skipped
You are developing a new agile team to start work on an infrastructure
development project. Which of the following attributes are NOT a key
attribute for a successful Agile Team:

 Mixed team of generalists and specialists

 Stable work environment
 Colocation or ability to manage any location changes
 Ability to question every change request as per project scope

(Correct)

Explanation
The correct answer to the given question is option D: "Ability to question
every change request as per project scope."

Let's break down each option to understand why option D is correct and why
the other options (A, B, and C) are incorrect:

A. Mixed team of generalists and specialists:

- This is considered a key attribute for a successful Agile team. In Agile

project management, having a mix of generalists and specialists within the
team allows for greater flexibility and adaptability to changing project
requirements. Generalists can work on a variety of tasks, while specialists
bring in-depth expertise in specific areas. This diversity is valuable in
addressing project needs efficiently.

B. Stable work environment:

- Stability is essential for Agile teams to work effectively. A stable work

environment ensures that the team can focus on delivering value without
constant disruptions. It supports the Agile principle of "sustainable pace,"
which encourages a steady workflow and avoids excessive work-in-progress.

C. Colocation or the ability to manage any location changes:

- While colocation (team members working in the same physical location) is

considered an advantage for Agile teams, modern Agile practices also
recognize the need for distributed teams and the ability to manage location
changes effectively. Agile teams may use tools and techniques to collaborate
and coordinate work, even when team members are not colocated. The
ability to manage location changes is a key attribute to ensure adaptability in
the team.

D. Ability to question every change request as per project scope:

- This is the correct answer. Agile teams do not typically question every
change request as per the project scope. Agile methodologies, such as
Scrum or Kanban, embrace change and prioritize customer collaboration.
While changes should be assessed for their impact on project goals and
priorities, Agile teams are generally open to change and flexible in
responding to customer needs. Rigorously questioning every change request
may contradict the Agile principle of responding to change over following a
plan, as outlined in the Agile Manifesto.

In the Project Management Body of Knowledge (PMBOK) and the Agile

Practice Guide, Agile principles and values emphasize collaboration,
customer satisfaction, and the ability to adapt to changing requirements.
Agile teams work closely with stakeholders and prioritize delivering value to
customers. While they may have a project scope and defined objectives,
they also embrace change and are open to modifying their plans to meet
customer needs. Option D contradicts this Agile philosophy by suggesting a
strict approach to change requests, making it the correct choice as an
attribute that is not a key attribute for a successful Agile team.

 Link to new ECO: Domain 1, Task 2: Lead a team

 Link to Agile Practice Guide: Attributes of a successful agile team (Pg.
39-40)
Question 6:
Skipped
You are a project manager involved in the very early stages of a project to
help the team define the correct execution strategy. The project aims to
build a multi-storey residential apartment on a plot as per the approved
design by the municipality. The goal of the project is to deliver it on
timekeeping costs within budget. Also, the expectation from the client is not
to deviate at all from the approved design. Which project management
methodology is best prescribed for this scenario?
  Agile
 Predictive

(Correct)

 Incremental
 Iterative

Explanation
The correct answer to the given question is option B: "Predictive."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Agile:

- Agile methodologies, such as Scrum or Kanban, are known for their

adaptability, collaboration with clients, and the ability to embrace changing
requirements. In the scenario described, the client's expectation is not to
deviate at all from the approved design. Agile is not well-suited for projects
with strict requirements and minimal change tolerance. Agile works best in
situations where requirements are expected to evolve over time and where
clients are open to changes based on feedback and collaboration.

C. Incremental:

- Incremental project management involves breaking down a project into

smaller increments, with each increment building upon the previous one.
While it offers some flexibility, it may not be the best choice for a project
where the client expects zero deviation from the approved design.
Incremental methodologies still allow for some changes and adaptations in
each increment.

D. Iterative:

- Iterative project management involves repeated cycles or iterations,

allowing for refinements and adjustments. Like incremental methods, it
allows for some level of change and refinement. In the scenario described,
the client's expectation is to not deviate at all from the approved design,
making an iterative approach less suitable.

B. Predictive:

- Predictive methodologies, often referred to as traditional or waterfall

approaches, are characterized by well-defined requirements, a structured
project plan, and a focus on delivering the project according to the initial
scope. This aligns with the scenario where the client expects no deviation
from the approved design. Predictive methods are suitable for projects with
fixed requirements and a need to deliver on time and within budget.

In the Project Management Body of Knowledge (PMBOK) framework, the

choice of project management methodology should align with the project's
specific needs, including the project's scope and client expectations. In a
scenario where the client expects no deviation from the approved design and
the project goal is to deliver on time and within budget, a predictive
methodology is the most appropriate choice. Predictive methods allow for
precise planning and execution to meet the predefined scope and client
requirements.

Therefore, option B (Predictive) is the best-prescribed methodology for the

scenario described in the question.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Process Group Practice Guide: Predictive Life Cycles (Pg. 14-16,
336)
Question 7:
Skipped
Tony is a project manager for an R&D project that involves team members of
different ethnicity. He is very keen on creating a closely-knit team. The first
thing he should do as a part of the team-building activity within the members
is to have a:

 Risk Management training

 Cultural integration training

(Correct)

 Quality Management training

 Stakeholder Analysis

Explanation
The correct answer to the given question is option B: "Cultural Integration
Training."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Risk management training:

 - Risk management training is important in project management, but it is
not the first thing Tony should do to create a closely-knit team in the context
of a diverse team. While risk management is vital, it does not directly
address the need for team-building and cultural integration.

C. Quality management training:

- Quality management training is essential for ensuring the project's

deliverables meet the required standards. However, it is not the first step in
building a closely-knit team with diverse members. Quality management
primarily focuses on processes and product quality, whereas team-building
activities should focus on interpersonal relationships and understanding
diverse cultural backgrounds.

D. Stakeholder analysis:

- Stakeholder analysis is a crucial project management process, but it is

not a direct team-building activity. It involves identifying, analyzing, and
understanding the project's stakeholders, including their needs and
influence. While stakeholder analysis is important, it is not the first activity to
promote team cohesion among diverse team members.

B. Cultural Integration Training:

- This is the correct answer. Cultural integration training involves educating

team members about different cultural backgrounds, customs, and values. It
helps team members understand and respect one another's differences,
promoting effective communication and collaboration. Building a closely-knit
team in a diverse environment often begins with cultural integration training
to foster mutual understanding and harmony among team members.

In the Project Management Body of Knowledge (PMBOK) framework and the

context of team development, it is important to recognize the significance of
creating a positive team environment and promoting effective
communication, especially in diverse teams. Cultural integration training
aligns with the concept of building high-performing teams by addressing
cultural differences and promoting inclusivity and respect among team
members.

Therefore, in this scenario, option B (Cultural Integration Training) is the

most appropriate and effective step for Tony to take as part of his team-
building activities to create a closely-knit team with diverse team members.

 Link to new ECO: Domain 1, Task 3: Support team performance

 Link to Process Group Practice Guide: Building and Managing Teams -
Pg. 150-151.
 Question 8:
Skipped
A construction project is ready for closure but a vendor claims that they have
not received the payment for a particular delivery yet. You check the invoice
and find out that it was approved and sent for payment to the finance dept.
You check with the finance dept. and they tell you that the vendor had made
some mistake in calculating the tax in the invoice. You want to close the
project quickly because your sponsor is pushing you to take up another
project soon. What should you do?
 Tell the vendor to sort it out with the finance dept. and you
take up the new project
 Close the project since you had already found out that invoice
was approved. It is the vendor's problem if they had made
mistake in calculating tax
 Ask support from the finance dept. to help the vendor submit a
new invoice with correct tax structure and delay the project
closure till this issue is solved

(Correct)

 Onboard your sponsor about the situation and obtain his

approval to close the project and move to the new project

Explanation
The correct answer to the given question is option C: "Ask support from the
finance dept. to help the vendor submit a new invoice with the correct tax
structure and delay the project closure until this issue is resolved."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Tell the vendor to sort it out with the finance dept and you take
up the new project:

- This option may expedite your ability to start a new project, but it does
not address the issue of the incorrect tax calculation on the invoice. It is not
a responsible approach to pass the problem to the vendor when it was a
mutual mistake. It's important to resolve the issue correctly and fairly.

B. Close the project since you had already found out that the invoice
was approved. It is the vendor's problem if they had made a mistake
in calculating tax:

- Closing the project without addressing the issue is not a responsible

course of action. It's important to ensure that all financial matters are settled
correctly. Ignoring the vendor's claim could lead to disputes, damage vendor
relationships, and potentially harm the project's reputation.

C. Ask support from the finance dept. to help the vendor submit a
new invoice with the correct tax structure and delay the project
closure until this issue is solved:

- This is the correct answer. It involves responsible project management.

Addressing the issue with the finance department and working with the
vendor to correct the invoice is the most appropriate course of action.
Delaying the project closure until the issue is resolved ensures that all
financial matters are settled correctly, preventing potential disputes and
maintaining positive vendor relationships.

D. Onboard your sponsor about the situation and obtain his

approval to close the project and move to the new project:

- While it's important to communicate with the sponsor, especially in

significant project decisions, prematurely closing the project without
addressing the vendor's claim is not a responsible approach. Sponsors
generally expect that project financial matters are resolved appropriately.

In the Project Management Body of Knowledge (PMBOK) framework, it is

important to ensure that all project closure activities are conducted
accurately, including resolving financial issues. Closing a project with
outstanding financial disputes can lead to problems and complications. Good
project management practices require addressing and resolving these issues
before closing the project.

Therefore, option C is the correct choice, aligning with responsible project

management practices and ensuring the accurate and fair resolution of
financial matters before closing the project.

I would strongly recommend checking my tutorial video on SERVANT

LEADERSHIP on YouTube to understand the subject even better:
https://youtu.be/4Oa7oADVtsU

 Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

 Link to Process Group Practice Guide: Servant leadership (Pg. 62)
Question 9:
Skipped
The type and number of project phases in a project life cycle depend upon
many variables, primarily among them the delivery cadence and the
development approach. In the following diagram (which signifies the stages
of a predictive life cycle) identify the phase where: project deliverables are
put into use and transitional activities required for sustainment, benefits
realization, and organizational change management are completed. In a
‘hotspot’ type question in your PMP Exam, you will be expected to click on
the textbox in the diagram below which has the correct answer.

 Feasibility
 Design
 Build
 Test
 Deploy

(Correct)

 Close

Explanation
Option 5: Deploy. This is the phase in a predictive project life cycle where
project deliverables are put into use and transitional activities required for
sustainment, benefits realization, and organizational change management
are completed.

A predictive life cycle project, often associated with traditional project

management methodologies, is characterized by a well-defined sequence of
phases. These phases are typically executed in a linear fashion, with each
phase building on the deliverables of the previous one. Let's explore each of
these phases in the context of delivery cadence and development approach:

1. Feasibility:

- Feasibility is the initial phase of a predictive life cycle project. In this

phase, the project is initiated, and the feasibility of the project's success is
assessed. This phase is typically conducted before committing significant
resources. It involves conducting a feasibility study to evaluate the project's
viability, potential risks, and cost-benefit analysis.

- Delivery Cadence: In the feasibility phase, there may not be a specific

delivery cadence since it focuses on project initiation, planning, and
assessment rather than product delivery.

- Development Approach: This phase primarily involves planning and

analysis rather than development. It sets the foundation for the project's
subsequent phases.

2. Design:

- In the design phase, the project team works on defining the detailed
specifications and design of the project's deliverables. This phase involves
creating blueprints, detailed plans, and technical documentation for the
project.

- Delivery Cadence: The design phase typically results in detailed design

documents and plans. Depending on the project's size and complexity, there
might be intermediate design reviews and approvals, but it's not typically
associated with frequent product delivery.

- Development Approach: The design phase emphasizes planning and

documentation. It provides a clear roadmap for the development phase that
follows.

3. Build:

- The build phase is where the actual development and construction of the
project's deliverables take place. It involves implementing the design,
coding, and building the project components.

- Delivery Cadence: In the build phase, product increments or components

are developed, but they may not be delivered to the customer until the
entire project is complete.
 - Development Approach: The development approach in the build phase is
typically sequential, where the focus is on completing development work
based on the detailed design.

4. Test:

- The test phase follows the build phase and focuses on verifying that the
project's deliverables meet the specified requirements and quality standards.
Testing includes various types, such as unit testing, integration testing,
system testing, and user acceptance testing.

- Delivery Cadence: Testing activities in the test phase result in identifying

and fixing defects. While some interim testing results may be shared with
stakeholders, the final product delivery often occurs after testing is
complete.

- Development Approach: The development approach in the test phase is

centred around verifying that the developed product aligns with the specified
requirements and design.

5. Deploy:

- The deploy phase involves the installation and rollout of the project's
deliverables to the production environment. This phase ensures that the
product is ready for use by end-users or customers.

- Delivery Cadence: The deploy phase typically represents the final delivery
of the project's product to the end-users or customers.

- Development Approach: The development approach in the deploy phase

is focused on ensuring a smooth transition of the product from the
development environment to the production environment.

6. Close:

- The close phase marks the formal completion of the project. It involves
closing out all project activities, conducting a final project review, obtaining
formal acceptance from stakeholders, and archiving project documentation.

- Delivery Cadence: The close phase may not involve product delivery but
marks the end of the project's life cycle.

- Development Approach: The development approach in the close phase

focuses on finalizing all project-related tasks, documenting lessons learned,
and ensuring a smooth transition to operations or maintenance, if applicable.
In a predictive life cycle project, the focus is on upfront planning, detailed
design, and sequential execution of project phases. Product delivery may
occur at the end of the project rather than throughout the project life cycle.
This approach is best suited for projects with well-defined requirements and
minimal expected changes.

 Question-based on PMBOK-7th edition (Performance Domain – 2.3 –

Development Approach and Life Cycle).
 Link to new PMP Exam ECO: Domain 2, Task 13 – Determine
appropriate project methodology/methods and practices.
Question 10:
Skipped
Sara is a project manager for delivering a project which aims to develop a
mathematical model to predict the probability of rainfall in a region. The
model will take inputs from ambient parameters such as wind velocity,
humidity, % cloud cover, etc. to assign the probability of rainfall. The client,
who is the meteorological department of Kent, expects a 95% accuracy with
the prediction model. They are not in a hurry to get the project delivered but
want that Sara & her team focuses on the learning algorithm of the model to
match the 95% prediction accuracy. Which project management
methodology is best prescribed for this scenario?

 Predictive
 Hybrid
 Incremental
 Iterative

(Correct)

Explanation
The correct answer to the given question is option D: "Iterative."

Let's break down each option to understand why option D is the correct
choice and why the other options (A, B, and C) are incorrect:

A. Predictive:

- A predictive project management methodology, often associated with

traditional or waterfall approaches, is not the best choice for this scenario.
Predictive methods are better suited for projects with well-defined
requirements and a clear path to achieving the desired outcome. In this
case, the client expects a 95% prediction accuracy, which may require
experimentation and adaptation, making a predictive approach less suitable.

B. Hybrid:
 - A hybrid approach combines elements of predictive and adaptive
methodologies. While it allows for flexibility, it may not be the best choice for
a project focused on achieving a specific level of prediction accuracy. The
client's emphasis on reaching a 95% accuracy suggests a need for iterative
development to fine-tune the model.

C. Incremental:

- Incremental methodologies involve breaking a project into smaller,

manageable pieces that are delivered incrementally. While this approach can
work well for many projects, it may not be the most effective approach when
the primary project objective is to achieve a high level of prediction
accuracy. Incremental methods can be more suitable when the project can
be divided into discrete components, which may not be the case with a
complex mathematical model.

D. Iterative:

- This is the correct answer. An iterative approach is well-suited for projects

where the primary objective is to fine-tune and optimize a solution to meet
specific requirements. Iterative methodologies allow for repetitive cycles of
development, testing, and refinement. This aligns with the client's goal of
achieving a 95% prediction accuracy by focusing on the learning algorithm of
the model. Iterative development allows for continuous improvement and
adaptation until the desired accuracy level is reached.

In the Project Management Body of Knowledge (PMBOK) framework, and in

the context of project management, the choice of methodology should align
with the project's specific needs and objectives. In this scenario, the client's
focus on achieving a specific level of accuracy with the prediction model
suggests that an iterative approach, which emphasizes continuous
improvement and adaptation, is the most appropriate choice. It allows Sara
and her team to fine-tune the model's learning algorithm until it meets the
95% accuracy requirement.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Process Group Practice Guide: Pg. 14 (Development Life Cycles)
Question 11:
Skipped
You are the project manager for an IT governance project and you are in the
execution phase. Today, a request has come to you from one of your
outsourcing vendors that they would like to revise their contract terms. You
engaged with your Purchasing Department for the same and both of you now
would like to discuss the new terms with the vendor. Which is the most
preferred mode of communication here?

 Formal verbal
 Informal written
 Formal written

(Correct)

 Informal verbal
Explanation
The correct answer to the given question is option C: "Formal written."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Formal verbal:

- Formal verbal communication is typically conducted in a structured,

official manner. However, it is not the most preferred mode of
communication when it comes to revising contract terms. Verbal
communication, while important for discussions and clarifications, can be
less effective when it comes to contract changes, as it may not provide a
clear, documented record of the revised terms and agreements.

B. Informal written:

- Informal written communication may include email, which is commonly

used for day-to-day discussions. However, when it comes to revising contract
terms in a project, informal written communication may lack the formality
and structure necessary to ensure clear documentation and a formal record
of contract changes. Contract-related matters should be communicated and
documented more formally.

C. Formal written:

- This is the correct answer. When revising contract terms, it is crucial to

use formal written communication. Formal written communication, such as
official letters or documents, provides a structured and documented record
of the contract changes. This is important for maintaining a clear and
unambiguous understanding of the revised terms, which is vital for both
parties involved. It helps mitigate risks and disputes by clearly documenting
the agreed-upon changes.

D. Informal verbal:
 - Informal verbal communication is not the most preferred mode for
discussing contract changes, as it lacks the formal structure and
documentation required for such a critical process. Revising contract terms
should be done in a formal and documented manner to ensure clarity and
legal validity.

In the Project Management Body of Knowledge (PMBOK) framework and in

project management, especially when dealing with contracts and
procurement, it is essential to use formal written communication for contract
changes. Formal written communication ensures a clear, documented trail of
contract revisions and helps maintain transparency, accountability, and legal
validity. Option C aligns with these principles, making it the most preferred
mode of communication in this scenario.

 Link to new ECO: Domain 3, Task-1: Plan and manage project

compliance
 Link to Process Group Practice Guide: Communication Methods (Pg.
254)
Question 12:
Skipped
Most projects encounter challenges or obstacles at some stage. The
combined attributes of ___A___ and ____B____ in the project team’s approach
to a project help the project accommodate impacts and thrive. ___A___ refers
to the ability to respond to changing conditions. ___B___ consists of two
complementary traits: the ability to absorb impacts and the ability to recover
quickly from a setback or failure.

Fill in the blanks with the most appropriate terms.

 (A) Adaptability | (B) Resiliency

(Correct)

 (A) Flexibility | (B) Stewardship

 (A) Leadership | (B) Robustness
 (A) Evolution | (B) Risk buffer

Explanation
Option 1: Building adaptability (A) and resiliency (B) into the
organization’s and project team’s approaches helps the project
accommodate change, recover from setbacks, and advance the work of the
project.

Adaptability refers to the ability to respond to changing conditions.

Resiliency consists of two complementary traits: the ability to absorb impacts
and the ability to recover quickly from a setback or failure.

Building adaptability and resiliency in a project keep project teams focused

on the desired outcome when internal and external factors change, and it
helps them recover from setbacks.

These characteristics also help project teams learn and improve so that they
can quickly recover from failures or setbacks and continue making progress
toward delivering value.

Question-based on The Standard for Project Management - Project

Management Principles of PMBOK-7th edition (3.11 – Embrace Adaptability
and Resiliency.

Link to New PMP Exam ECO: Domain 3, Task 3: Evaluate and address
external business environment changes for impact on scope)

Question 13:
Skipped
You have been reassigned from a completed project into a new project as
the project manager. You find out that there are some conflicts between a
few stakeholders of this project. Susan, the quality manager has been
communicating directly with the project team, giving them instructions over
meetings, emails and memos. However, the project team has kept on
working with the baseline plan ignoring Susan’s inputs. This has caused
Susan to escalate the issue to the project sponsor.

The sponsor is concerned about Susan’s behaviour and also about the low
morale in the project team. What should you do as the project manager?

 Perform a root causing of the issue as part of investigation

(Correct)

 Call a meeting and invite Susan to discuss project

communication plan
 Advise your team to stick to the baseline plan and let you deal
with Susan
 Perform a off-the-record conversation with Susan and resolve
her concerns personally
Explanation
The correct answer to the given question is option A: "Perform a root cause
analysis of the issue as part of an investigation."
Let's break down each option to understand why option A is the correct
choice and why the other options (B, C, and D) are incorrect:

A. Perform a root cause analysis of the issue as part of an

investigation:

- This is the correct answer. When conflicts and communication issues arise
in a project, it is essential to identify the root causes of the problem.
Conducting a root cause analysis helps the project manager understand the
underlying issues that led to conflicts and allows for a more effective and
lasting resolution. It aligns with the principles of problem-solving and process
improvement in project management.

B. Call a meeting and invite Susan to discuss the project

communication plan:

- While discussing the project communication plan is important, it is not the

first step when there are conflicts and communication issues. Calling a
meeting without understanding the root causes of the problem may not
effectively address the issues at hand. It is important to investigate the issue
before discussing potential solutions.

C. Advise your team to stick to the baseline plan and let you deal
with Susan:

- This option does not address the root causes of the conflict and
communication issues. It also suggests a potential escalation of the problem
by excluding Susan from the communication. Effective conflict resolution
involves understanding and addressing the underlying issues, not just
isolating parties.

D. Perform an off-the-record conversation with Susan and resolve

her concerns personally:

- While open and constructive communication is valuable, handling the

situation off-the-record may not be the best approach. It is important to
address conflicts and communication issues transparently and formally
within the project management framework. This option does not involve a
structured process for resolution.

In the Project Management Body of Knowledge (PMBOK) framework and

project management best practices, addressing conflicts and communication
issues should involve a systematic and structured approach, such as root
cause analysis. Understanding the underlying causes of conflicts and
communication problems is essential for effective resolution and maintaining
project morale and alignment. Therefore, option A is the correct choice in
this scenario.

 Link to new ECO: Domain 1, Task 7: Address and remove impediments,

obstacles, and blockers for the team
 Link to Process Group Practice Guide: Root Cause Analysis Pg. 295, 342
Question 14:
Skipped
Timothy has recently joined as the scrum master for an agile-led project. The
organization historically has been doing projects following the predictive
model. Timothy is expected to bring the culture shift from predictive
methodology to agile methodology within the organization. Servant
leadership is one of the critical behaviours Timothy is expected to
demonstrate to manage this change seamlessly. SELECT THREE situations
from the list below which would result from a lack of servant leadership in an
organization

 Team members don’t take on challenging tasks

(Correct)

 Stakeholders express scepticism over Agile methodologies

(Correct)

 Lack of communication within the team and with other

departments

(Correct)

 Recognition is based on the top performance in the team

 Impediments are addressed in the project which the team
members are unable to handle
Explanation
Servant leadership is a critical behavior for a Scrum Master in an Agile
organization. It involves prioritizing the needs of the team, removing
obstacles, and facilitating a culture of collaboration and self-organization. A
lack of servant leadership can lead to various issues in an Agile project. Let's
analyze the provided options and select the three situations that result from
a lack of servant leadership:

A. Team members don't take on challenging tasks:

- This situation can result from a lack of servant leadership. A Scrum

Master, as a servant leader, should encourage and support team members to
take on challenging tasks by providing guidance, removing obstacles, and
fostering a culture of trust and collaboration. Without servant leadership,
team members may be hesitant to step out of their comfort zones.

B. Stakeholders express scepticism over Agile methodologies:

- This situation may result from a lack of servant leadership. A Scrum

Master, as a servant leader, plays a key role in promoting Agile
methodologies and facilitating communication between the team and
stakeholders. If the Scrum Master does not effectively serve as a bridge
between the team and stakeholders, it can lead to scepticism and
misunderstandings about Agile methodologies.

C. Lack of communication within the team and with other

departments:

- A lack of servant leadership can certainly lead to poor communication

within the team and with other departments. A servant leader should
actively promote open and transparent communication, help resolve
conflicts, and encourage collaboration. Without servant leadership,
communication breakdowns can occur.

D. Recognition is based on the top performance in the team:

- In a servant leadership environment, recognition is based on top

performance. Note that 'performance' does not only mean performance in
KPI metrics, but as good performance in health & safety, governance,
transparency, team building etc. Hence, this does not represent lack of
servant leadership.

E. Impediments are addressed in the project which the team

members are unable to handle:

- Impediment resolution is a part of servant leadership. A key responsibility

of a Scrum Master is to identify and help remove impediments that hinder
the team's progress. Without a servant leader's support, team members may
struggle to handle impediments effectively. Hence, this does not represent
lack of servant leadership.

In the context of the PMP Certification Exam, Agile Practice Guide, and the
Project Management Body of Knowledge (PMBOK) framework, servant
leadership is recognized as a fundamental concept for Agile projects. It
involves supporting the team, promoting self-organization, and removing
obstacles to enable the team's success. The selected situations (A, B, and C)
are indicative of the impact of a lack of servant leadership in an organization
transitioning to Agile.
I would highly recommend that you watch this tutorial video from my
YouTube channel on SERVANT LEADERSHIP: https://youtu.be/4Oa7oADVtsU

 Question based on PMBOK 7th edition 2.2.1: Project Team

Management and Leadership.
 Link to new PMP Exam ECO: Domain 1, Task 2 – Lead a Team
Question 15:
Skipped
Kemil is a project manager for a civil construction project that aims at
building a hostel block for Clarke's University Trust. The aim of the Trust is to
construct the first hostel building as fast as possible and start providing
accommodation. Also, the Trust wants the construction of the first building to
get done as a pilot. After that, the construction of the other buildings can
happen at a reasonably planned rate. Which project management
methodology is best prescribed for this scenario?

 Predictive
 Agile
 Incremental

(Correct)

 Iterative

Explanation
The correct answer to the given question is option C: "Incremental."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Predictive:

- A predictive project management methodology, often associated with

traditional or waterfall approaches, is not the best choice for this scenario.
Predictive methods typically involve a linear sequence of phases and are
better suited for projects with well-defined requirements and a clear path
from planning to execution. In this case, the Trust's goal is to construct the
first building as quickly as possible and use it as a pilot. Predictive methods
are less flexible in accommodating such rapid construction and
experimentation.

B. Agile:
 - While Agile methodologies are known for their adaptability and
responsiveness to changing requirements, they might not be the best fit for
this scenario either. Agile projects often involve frequent iterations and
deliveries, which can be more suited for projects with evolving or flexible
requirements. In this case, the Trust wants the first building to be
constructed as quickly as possible and then continue with other buildings at
a reasonably planned rate.

D. Iterative:

- Iterative project management involves repeating cycles of development,

testing, and refinement. It is better suited for projects where refinement and
optimization are required over time. It may not be the best choice when the
primary goal is to construct the first building as quickly as possible.

C. Incremental:

- This is the correct answer. Incremental methodologies involve breaking a

project into smaller, manageable increments, with each increment building
upon the previous one. Incremental approaches allow for faster delivery of a
functional portion of the project, which aligns with the Trust's goal of
constructing the first building as quickly as a pilot. Once the first building is
complete, the construction of other buildings can proceed at a reasonably
planned rate, which is consistent with an incremental approach.

In the Project Management Body of Knowledge (PMBOK) framework and

associated project management concepts, the choice of methodology should
align with the project's specific needs and objectives. In this scenario, the
most suitable approach is to use an incremental methodology, which allows
for rapid construction and delivery of the first building as a pilot while
maintaining a structured plan for future increments. This approach balances
speed with planned progress, making it the best choice for the given
scenario.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Process Group Practice Guide: Types of Project Life Cycles (Pg.
15)
Question 16:
Skipped
You are a the project manager for a Telecommunication company and you
have recently completed an application development for a client. But the
client is still calling you/your team members to solve technical issues,
troubleshooting and requests are still coming for small changes/upgrades.
What should you do to ensure that this application project now has ongoing
operational support to handle day-to-day maintenance?

 Manage project knowledge

 Close the project, decommission the team & find a new project
 Keep supporting the customer as the application is still under
development
 Validate scope and perform project handover

(Correct)

Explanation
The correct answer to the given question is option D: "Validate scope and
perform project handover."

Let's break down each option to understand why option D is the correct
choice and why the other options (A, B, and C) are incorrect:

A. Manage project knowledge:

- While managing project knowledge is an important project management

process, it is not the immediate step to address the ongoing operational
support and maintenance of the application. Managing project knowledge
involves capturing, organizing, and disseminating project information for
future reference. It is a part of the project closure process but does not
address the ongoing operational support.

B. Close the project, decommission the team, and find a new

project:

- Closing the project and decommissioning the team may not be the
correct approach in this scenario. The client still requires technical support,
troubleshooting, and requests for changes or upgrades. Closing the project
without addressing these ongoing operational needs would not be in the best
interest of the client or the organization.

C. Keep supporting the customer as the application is still under

development:

- Continuing to support the customer as the application is still under

development is not the correct approach. It suggests that development and
support activities are happening simultaneously, which can create confusion
and may not be efficient. Additionally, it's important to distinguish between
development and operational support phases.

D. Validate scope and perform project handover:

 - This is the correct answer. Validating the scope ensures that all the
project's work is complete, and the product or service has been delivered as
per the agreed-upon scope. Performing a project handover is crucial when
transitioning from project work to ongoing operational support. It involves
documenting and transferring project deliverables, knowledge, and
responsibilities to the operational team. This approach ensures a smooth
transition from project mode to ongoing maintenance and support.

In the Project Management Body of Knowledge (PMBOK) framework and best

project management practices, it is essential to perform a formal project
closure process, which includes validating the scope and performing a
project handover to ensure that the project's work is complete, and the
product or service is ready for operational support. Ongoing maintenance
and support should be handled by the appropriate operational team after the
project's formal closure. Therefore, option D is the correct choice in this
scenario.

 Link to new ECO: Domain 1, Task 13: Mentor relevant stakeholders

 Link to Process Group Practice Guide: Section 7.3 - Validate Scope
Question 17:
Skipped
As the scrum master of an agile team, you see that most of your
team members are demotivated. It is requiring a lot of follow-ups
and push from your side to get things done. You decide to provide a
10% pay-rise for each team member thinking that this will provide
them good motivation to work more proactively in the project.
Which of the following motivation models you are using here?

 McGregor’s Theory Y
 McGregor’s Theory X

(Correct)

 William Ouchi’s Theory Z

 Maslow’s Hierarchy Model

Explanation
The correct answer to the given question is option B: "McGregor's Theory X."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. McGregor's Theory Y:
 - McGregor's Theory Y is associated with a positive view of human nature,
where individuals are seen as motivated, creative, and self-driven. This
theory suggests that people naturally enjoy work and will be motivated when
given opportunities to exercise their creativity and make decisions. In the
scenario provided, offering a pay raise to demotivated team members does
not align with Theory Y, as it assumes that motivation primarily comes from
the work itself and the opportunity for self-direction.

B. McGregor's Theory X:

- This is the correct answer. McGregor's Theory X, in contrast to Theory Y,

assumes that individuals are inherently unmotivated, dislike work, and
require external control and incentives to perform their job. Offering a pay
raise to demotivated team members is consistent with Theory X, as it relies
on extrinsic rewards to motivate individuals who are not self-driven.

C. William Ouchi's Theory Z:

- Theory Z is often associated with a management approach that

emphasizes employee involvement and loyalty. It is not directly related to
the scenario of providing a pay raise to demotivated team members. Theory
Z focuses on creating a supportive and collaborative work environment but
does not specifically address the use of pay raises as a motivational tool.

D. Maslow's Hierarchy Model:

- Maslow's Hierarchy of Needs is a motivational theory that suggests

individuals have a hierarchy of needs, with physiological and safety needs at
the base, followed by social, esteem, and self-actualization needs. While pay
raises can address the physiological and safety needs, the scenario does not
indicate that the demotivated team members' needs fall into this model.
Maslow's model does not directly relate to the scenario of providing pay
raises to address team demotivation.

In the context of the Project Management Body of Knowledge (PMBOK)

framework and associated project management concepts, offering a pay
raise to motivate demotivated team members aligns with McGregor's Theory
X. Theory X suggests that individuals require external incentives and control
to perform their jobs effectively when they are not intrinsically motivated.
Therefore, option B is the correct choice in this scenario.

 Question based on PMBOK 7th Edition: Model, Method & Artifacts –

4.2.3 (Motivation Models).
 Link to new PMP Exam ECO: Domain 1, Task 2 – Lead a Team
 Question 18:
Skipped
In a construction project nearing completion, two team members were
reassigned in some other high-priority project. As a result, the project team
proposed to defer some scope that can be completed post-delivery. The
project manager now needs to communicate the scope change with the
customer and obtain their agreement. What should be the next best step?

 Update Issue Log

 Update Risk Register
 Update Change/Configuration Management System

(Correct)

 Update Resource Management Plan

Explanation
The correct answer to the given question is option C: "Update
Change/Configuration Management System."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Update Issue Log:

- Updating the Issue Log is not the next best step in this scenario. The
Issue Log is typically used to document and track project issues or problems
that arise during the project execution. While the reassignment of team
members could be seen as an issue, it is not the primary concern in this
situation. The primary concern is a scope change due to the reassignment,
which should be addressed through a change management process.

B. Update Risk Register:

- Updating the Risk Register is also not the next best step in this scenario.
The Risk Register is used to document and manage project risks. While the
reassignment of team members could be considered a risk, the situation
described is more about a scope change due to resource reassignment,
which should be managed through a change management process.

C. Update Change/Configuration Management System:

- This is the correct answer. When there is a proposed change to the

project scope, such as deferring some scope to post-delivery, it should be
documented and managed through the Change/Configuration Management
System. This system is used to record, assess, and control changes to the
project's scope, schedule, cost, and other aspects. The project manager
should follow the established change control process to document and
communicate the scope change to the customer and obtain their agreement.

D. Update Resource Management Plan:

- Updating the Resource Management Plan is not the next best step in this
scenario. The Resource Management Plan typically focuses on how project
resources will be acquired, allocated, and managed. While the reassignment
of team members is a resource-related issue, the primary concern here is the
change in project scope due to the reassignment, which should be addressed
through a change management process.

In the Project Management Body of Knowledge (PMBOK) framework and

standard project management practices, when a change in project scope is
proposed, it should be documented and managed through the
Change/Configuration Management System. This ensures that changes are
properly assessed, communicated, and agreed upon by relevant
stakeholders, including the customer. Therefore, option C is the correct
choice in this scenario.

I would recommend that you watch the following tutorial videos on Change
Management from my YouTube channel:

1. Change Management (PICC) Process Flow Chart:

https://youtu.be/Dawt8dRlutI

2. Situational Questions of Change Management/PICC:

https://youtu.be/i0PE2j-n7MI

 Link to new ECO: Domain 2, Task 10: Manage project changes

 Link to Process Group Practice Guide: Change Management Plan - Pg.
32, 205, 324
Question 19:
Skipped
Mark, a project manager in a construction project, identified a risk related to
constructing a telecom tower on the building's roof, which the roof design
indicates cannot support. Mark plans to discuss this with the client, remove
the tower scope due to safety concerns, and potentially include it in the next
project, excluding it from the current project scope.

What risk response strategy Mark is using here?

 Transfer
  Avoid

(Correct)

 Mitigate
 Escalate

Explanation
The correct answer to the given question is option B: "Avoid."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Transfer:

- Risk transfer involves shifting the responsibility for managing a risk to a

third party, typically through contracts or insurance. In this scenario,
transferring the risk may not be feasible or relevant because the risk relates
to a design issue that has already been frozen and is not something that can
be transferred to another party.

B. Avoid:

- This is the correct answer. Risk avoidance is the best approach in this
scenario. Avoiding the risk means taking actions to eliminate the risk's
potential impact on the project. In this case, the project manager, Mark,
wants to have a discussion with the client and cut the scope of constructing
the telecom transmission tower on the roof. This action eliminates the risk by
removing the scope item that poses a safety issue.

C. Mitigate:

- Risk mitigation involves taking actions to reduce the impact or likelihood

of a risk. While risk mitigation is a common approach in risk management, it
may not be the most appropriate choice in this scenario because the design
is already frozen and cannot be changed. Therefore, mitigating the risk by
altering the design is not feasible.

D. Escalate:

- Risk escalation typically involves raising the risk issue to higher

management or relevant stakeholders for further assessment and decision-
making. In this scenario, escalating the risk may not be the best immediate
action because the project manager, Mark, has a clear solution in mind
(removing the scope item) and wants to discuss it with the client.
In the Project Management Body of Knowledge (PMBOK) framework and
standard project management practices, risk avoidance is a valid risk
response strategy. When a risk is identified that poses a significant threat to
the project, and the best course of action is to eliminate the risk, avoiding it
by removing the scope item is a reasonable and proactive approach.
Therefore, option B, "Avoid," is the correct choice in this scenario.

 Link to new ECO: Domain 2, Task 3: Assess and manage risks

 Link to process Group Practice Guide: Risk Avoidance: Pg. 304
Question 20:
Skipped
In the Earned Value Analysis Chart below, which measure among A, B, C or D
signifies Cost Variance (CV)? For hotspot type questions in your PMP
Exam, you would be expected to click on any one option from A, B, C, or D
on the diagram below:

 A
 B
 C

(Correct)
  D

Explanation
Option 3: C. A simple cost variance is determined by comparing the actual
cost of a deliverable to the estimated cost. When used with earned value
management, it is the difference between the earned value (EV) and the
actual cost (AC).

Cost Variance (CV) in Earned Value Management (EVM) is a key performance

indicator that measures the difference between the earned value (EV) and
the actual cost (AC) of work performed on a project. It provides insight into
whether a project is under or over budget at a specific point in time.

The formula for calculating Cost Variance (CV) is as follows:

CV = EV - AC

Where:

- EV (Earned Value) represents the value of the work that has been
completed according to the project's performance measurement baseline. It
is typically expressed in terms of budgeted costs.

- AC (Actual Cost) represents the actual cost incurred for the work that has
been performed up to the same point in time.

Interpretation of Cost Variance (CV):

- If CV is positive (CV > 0), it indicates that the project is under budget,
meaning that the project has earned more value (completed more work)
than the actual cost incurred.

- If CV is negative (CV < 0), it indicates that the project is over budget,
meaning that the project has earned less value (completed less work) than
the actual cost incurred.

- If CV is zero (CV = 0), it suggests that the project is precisely on budget,

with the earned value equal to the actual cost.

Cost Variance is an important EVM metric used to assess cost performance

on a project. It helps project managers and stakeholders understand whether
the project is efficiently utilizing its resources and staying within the budget.
Negative CV may trigger corrective actions to bring the project back on
track, while positive CV indicates efficient cost management.
Question based on PMBOK-7th edition (Performance Domain – 2.7 –
Measurement).

Please watch my tutorial video on EVM from my YouTube channel as well:

https://youtu.be/FgirfE5TAm8 or alternatively check my Earned Value
Management Course on Udemy.

 Link to new PMP Exam ECO: Domain 3, Task 2: Evaluate and deliver
project benefits and value (Verify measurement system is in place to
track benefits)
 Link to Process Group Practice Guide: Table 10.1 - Earned Value
Calculations Summary Table
Question 21:
Skipped
You are a project manager for an application development project at Medway
Maritime Hospital, focused on improving 'patient flow' efficiency. The project
lacks clarity on application functionality, initial design, end-users, and
improvement suggestions. The project's emphasis is on customer value,
problem-solving, and user acceptance rather than early closure.

Which project management methodology is best prescribed for this scenario?

 Agile

(Correct)

 Waterfall
 Hybrid
 Kanban
Explanation
The correct answer to the given question is option A: "Agile."

Let's break down each option to understand why option A is the correct
choice and why the other options (B, C, and D) are incorrect:

A. Agile:

- This is the correct answer. Agile project management is best prescribed

for this scenario. Agile is well-suited for projects where requirements are not
fully defined at the outset, and the focus is on customer value creation,
problem-solving, and user acceptance. In this case, where the management
is not clear about how the application will function, and the emphasis is on
improving 'patient flow,' Agile provides flexibility to adapt to evolving
requirements and continuous customer feedback. Agile methodologies, such
as Scrum, can accommodate these uncertainties and prioritize delivering
value incrementally.

B. Waterfall:

- Waterfall is not the best choice for this scenario. The Waterfall approach
requires well-defined requirements and a clear understanding of the project
scope from the beginning. In this case, where the requirements are not clear,
and the focus is on customer value creation and problem-solving, a more
adaptive and iterative approach like Agile is recommended.

C. Hybrid:

- While a hybrid approach can be a valid choice in some situations, it's not
the best choice in this scenario. Hybrid approaches combine elements of
both Agile and Waterfall, and their success relies on tailoring the approach to
the specific project needs. However, in this case, where the focus is on
customer value, problem-solving, and user acceptance, a more Agile-centric
approach is more appropriate.

D. Kanban:

- Kanban is a lean methodology primarily focused on visualizing and

managing workflow and optimizing efficiency. It may not be the best choice
for a project where the emphasis is on creating an application to improve
'patient flow' with unclear requirements and a focus on customer value and
problem-solving. Agile methodologies, such as Scrum, offer better tools and
practices for these objectives.

In the Project Management Body of Knowledge (PMBOK) framework and

associated concepts of project management, the Agile approach is
commonly used when requirements are evolving, unclear, or subject to
change. It prioritizes delivering value incrementally and focuses on customer
satisfaction and collaboration. Therefore, option A, "Agile," is the correct
choice for this scenario.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to Agile Practice Guide: Agile Life Cycles (Pg. 25)
Question 22:
Skipped
You are a project manager for a shampoo packing line installation. During
the design stage, you have accounted for a 2% loss in final production due to
spillage/spoilage/damage of the product. Where should you document this
particular assumption?

 Quality handover
 Quality Control Charts
 Quality Management Plan

(Correct)

 Quality Audit

Explanation
The correct answer to the given question is option C: "Quality Management
Plan."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Quality Handover:

- Quality Handover is not the appropriate place to document assumptions

related to product loss during the design stage. Quality Handover is typically
used at the end of a project phase or the project itself to transition
deliverables and responsibilities between project phases or to the
operational team.

B. Quality Control Charts:

- Quality Control Charts are tools used to monitor and analyze the quality
of a product or process over time. They are not used for documenting
assumptions related to product loss during the design stage. Quality Control
Charts are primarily used for data analysis and process monitoring, not for
documenting assumptions.

C. Quality Management Plan:

- This is the correct answer. The Quality Management Plan is a project

management document that outlines how quality will be planned,
implemented, and monitored throughout the project. It is the appropriate
place to document assumptions related to product loss during the design
stage because it details the overall quality approach, including assumptions,
constraints, and the quality metrics and controls that will be applied to
manage product loss during the project.

D. Quality Audit:
 - Quality Audit is a process used to examine and verify the effectiveness of
quality control measures and ensure compliance with quality standards. It is
not the place to document assumptions; rather, it is focused on evaluating
and verifying the actual quality processes and practices during the project.

In the Project Management Body of Knowledge (PMBOK) framework and

standard project management practices, the Quality Management Plan is the
document where assumptions related to quality are documented.
Assumptions about product loss due to spillage, spoilage, or damage during
the design stage would be included in the Quality Management Plan, which
outlines the project's approach to managing quality. Therefore, option C,
"Quality Management Plan," is the correct choice in this scenario.

 Link to new ECO: Domain 2, Task-7: Plan and manage the quality of
product/deliverables
 Link to Process Group Practice Guide: Section 5.14 - Plan Quality
Management
Question 23:
Skipped
You are the project manager of a $50Mn automation project for an
FMCG manufacturer and currently developing the project charter.
You need to identify the stakeholders and align them now to the
project objectives. One of your stakeholders asks you to show him
the economic feasibility report of the project which will establish
the validity of the benefits incurred from the automation. Which
document should you refer to for the same?

 Project Charter
 Project Business Case

(Correct)

 Requirements Management Plan

 Cost Management Plan
Explanation
The correct answer to the given question is option B: "Business case."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Project charter:

- The project charter is a high-level document that authorizes the project

and provides the project manager with the authority to use organizational
resources. It outlines the project's objectives, high-level requirements,
stakeholders, and the project manager's authority. While it provides a high-
level overview of the project, it does not typically contain the detailed
economic feasibility report or the business case.

B. Business case:

- This is the correct answer. The business case is a comprehensive

document that justifies the project by detailing its economic feasibility,
benefits, costs, risks, and potential return on investment (ROI). It provides
the detailed financial and economic analysis that establishes the validity of
the project's benefits, such as in the context of an automation project. The
economic feasibility report is a key component of the business case.

C. Requirements management plan:

- The requirements management plan focuses on how project requirements

will be defined, documented, and managed throughout the project. It does
not contain the detailed economic feasibility report or business case, which is
used to justify the project's existence.

D. Cost management plan:

- The cost management plan provides guidance on how project costs will
be estimated, budgeted, and controlled. While it is essential for managing
project costs, it does not contain the detailed economic feasibility report or
business case, which is typically a separate document that justifies the
project's economic viability.

In the Project Management Body of Knowledge (PMBOK) framework and

standard project management practices, the business case is the document
that contains the detailed economic feasibility report, financial analysis, and
justification for the project. It outlines the benefits, costs, and return on
investment, which is essential for aligning stakeholders to the project's
objectives, particularly in large projects like the $50M automation project for
an FMCG manufacturer. Therefore, option B, "Business case," is the correct
choice in this scenario.

 Link to new ECO: Domain 3, Task 2: Evaluate and deliver project

benefits and value
 Link to Process Group Practice Guide: Section 1.10 - Business
Documents
Question 24:
Skipped
As part of an overarching programme, a healthcare infrastructure project is
planning to deliver a mobile surgery theatre solution. The supplier providing
the technology needs to demonstrate a proof-of-principle before rollout. The
agile part of the project is scheduled to complete in 12 weeks.

However, there has been a long feedback list of improvement ideas

suggested by the control user-group on the prototype model. Some of these
are dependent on external events which can trigger unforeseen cost and
schedule issues.

How should the project manager manage this situation?

 Reassign the outstanding user-stories to the next sprint

 Choose which feedback ideas to include and which ones to
reject based on personal experience
 Plan a sprint to include the improvement ideas accounting for
the dependencies of the external events

(Correct)

 Fast track the project by planning to run parallel sprints

Explanation
The correct answer to the given question is option C: "Plan a sprint to include
the improvement ideas accounting for the dependencies of the external
events."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Reassign the outstanding user-stories to the next sprint:

- Reassigning outstanding user-stories to the next sprint without

considering the dependencies on external events may not address the
underlying issue. It's essential to address the improvement ideas related to
the prototype model, especially if they are critical for the project's success.

B. Choose which feedback ideas to include and which ones to reject

based on personal experience:

- Relying solely on personal experience to select which feedback ideas to

include or reject may not be the most objective or effective approach. It's
important to involve stakeholders and consider the potential impact of these
feedback ideas on the project.

C. Plan a sprint to include the improvement ideas accounting for the

dependencies of the external events:
 - This is the correct answer. In Agile project management, it's important to
plan and prioritize work based on user feedback and requirements. However,
it's crucial to consider the dependencies on external events to avoid
unforeseen cost and schedule issues. Planning a sprint to address these
improvement ideas while accounting for external dependencies allows for
better control and alignment with project objectives.

D. Fast track the project by planning to run parallel sprints:

- Fast-tracking the project by running parallel sprints may not be the most
effective solution in this situation. It's essential to address the feedback and
improvement ideas in a structured manner, considering dependencies and
potential risks associated with external events.

In the Project Management Body of Knowledge (PMBOK) framework and Agile

practices, it is crucial to incorporate user feedback and make necessary
improvements in an organized manner. Option C aligns with Agile principles,
where the team plans and adapts its work based on feedback and
requirements, while also considering external dependencies to avoid
unforeseen issues. Therefore, option C, "Plan a sprint to include the
improvement ideas accounting for the dependencies of the external events,"
is the correct choice for this scenario.

 Link to new ECO: Domain 2, Task-6: Plan and manage schedule

 Link to Agile Practice Guide - Sprint Planning - Pg. 154
Question 25:
Skipped
Iterative life cycles improve the product or result through successive
prototypes or proofs of concepts. Each new prototype yields new stakeholder
insights and team feedback. The team incorporates new information by
repeating one or more project activities in the next cycle. Teams may use
________ on a given iteration for a few weeks, gather insights, and then
rework the activity based on those insights. Fill in the blanks:

 Prototyping
 Timeboxing

(Correct)

 Incubation
 Test-runs

Explanation
The correct answer to the given question is option B: "Timeboxing."
Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Prototyping:

- Prototyping is a technique used in iterative and incremental development

to create models or early versions of the product to gather stakeholder
feedback. While prototyping is related to iterative development, it is not
specifically focused on the concept of setting time constraints or timeboxing
for iterations.

B. Timeboxing:

- This is the correct answer. Timeboxing is a key concept in iterative and

incremental project management. It involves allocating a fixed amount of
time (a timebox) to complete a set of activities or tasks. The team works on
the project within this time constraint, and at the end of the timebox, they
review progress, gather insights, and decide whether to continue with the
same approach, make adjustments, or change course based on the feedback
and insights gained during that timebox. It is a fundamental practice in
iterative project management.

C. Incubation:

- Incubation typically refers to a separate phase or process where ideas or

concepts are developed in a controlled environment before being integrated
into the project. While it can be related to iterative development, it is not
directly associated with the concept of working within fixed time constraints
for each iteration.

D. Test-runs:

- Test-runs can be part of the iterative development process to validate

and test the product or its components. However, it does not specifically
relate to the practice of setting time constraints for iterations, which is the
essence of timeboxing.

In the Project Management Body of Knowledge (PMBOK) framework and Agile

practices, timeboxing is a well-established concept in iterative and
incremental project management. It ensures that work is carried out within
fixed timeframes to gather insights, receive feedback, and make necessary
adjustments during the project's iterations. Therefore, option B,
"Timeboxing," is the correct choice for this scenario.

Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
Link to Agile Practice Guide - Timeboxes - Page 53.

Question 26:
Skipped
In the project lifecycle, ‘Delivery Cadence’ refers to the timing and frequency
of project deliverables. Projects can have a single delivery, multiple
deliveries, or periodic deliveries based on tailoring considerations. Match the
following project scenarios (A, B, C, D) with their ideal Delivery Cadence. In
your PMP Exam you will be expected to drag & drop each of the project
scenarios to match their ideal delivery cadence:

 A-4, B-3, C-2, D-1

 A-4, B-1, C-2, D-3

(Correct)

 A-4, B-1, C-3, D-2

 A-2, B-3, C-1, D-4

Explanation
Option 2. Following is the correct order and reasoning for delivery cadence.
Question based on PMBOK-7th edition (Performance Domain – 2.3 –
Development Approach and Life Cycle). Link to new PMP Exam ECO: Domain
2, Task 13 – Determine appropriate project methodology/methods and
practices.
Question 27:
Skipped
You have been inducted into a project as the new project manager following
the resignation of the previous project manager. You are committed and
motivated to lead the project team and to direct them the right way to
achieve all the success metrics defined by the customer. What should be
your first step?
 Reassess the project schedule to check if that is realistic for
project delivery
 Plan to perform a team building exercise to motivate the
project team
 Review the project charter to understand the success metrics
and associated risks
 (Correct)

 Review the learn from experience notes left by the previous

project manager
Explanation
The correct answer to the given question is option C: "Review the project
charter to understand the success metrics and associated risks."

Let's break down each option to understand why option C is the correct
choice and why the other options (A, B, and D) are incorrect:

A. Reassess the project schedule to check if that is realistic for

project delivery:

- While reviewing the project schedule is important, it is not typically the

first step for a new project manager. The project charter provides high-level
information about the project's objectives, success metrics, and risks, which
are more crucial to understand initially.

B. Plan to perform a team building exercise to motivate the project

team:

- Team building is an essential activity in project management, but it may

not be the most immediate first step when taking over a project.
Understanding project objectives and potential risks should come before
planning team-building exercises.

C. Review the project charter to understand the success metrics and

associated risks:

- This is the correct answer. The project charter is a foundational document

that outlines the project's purpose, objectives, success criteria, and
associated risks. Reviewing the project charter provides the new project
manager with a clear understanding of what the project is intended to
achieve and what potential challenges or risks may be involved.

D. Review the learn from experience notes left by the previous

project manager:

- While reviewing the lessons learned from the previous project manager
can be valuable, it is not typically the first step. Understanding the current
project's objectives and context through the project charter should take
precedence.

In the Project Management Body of Knowledge (PMBOK) framework and

standard project management practices, it is crucial for a new project
manager to establish a clear understanding of the project's purpose, success
metrics, and associated risks. The project charter is the primary document
that provides this information. Therefore, option C, "Review the project
charter to understand the success metrics and associated risks," is the
correct choice for the first step of a new project manager.

 Link to new ECO: Domain 1, Task 6: Build a Team

 Link to Process Group Practice Guide: Project Charter - Section 1.11
Question 28:
Skipped
In an agile project, the design & development team integrated an artificial
intelligence module in the project to improve it’s performance. To validate
the same, the team demonstrated the increased efficiency of the product via
the next set of timeboxed iterations.

However, in a recent sprint retrospective meeting, the product owner

expressed discontent regarding the change since this was done without any
approvals. It was instructed that the team roll back the improvements and
redo the work based on the original product design.

How the project manager could have prevented this situation?

 Redefine team ground rules and decision authority levels

 Put forward a recommendation to proceed with the change
since this has demonstrated increased efficiency
 Demonstrate servant leadership and plan to remove all
impediments for the team
 Enable regular review meetings with the product owner and
capture deviations early in the sprint

(Correct)

Explanation
The correct answer to the given question is option D: "Enable regular review
meetings with the product owner and capture deviations early in the sprint."

Let's break down each option to understand why option D is the correct
choice and why the other options (A, B, and C) are incorrect:

A. Redefine team ground rules and decision authority levels:

- While defining or redefining team ground rules and decision authority

levels can be beneficial for team collaboration, this may not directly address
the issue of the product owner's discontent. It focuses on internal team
dynamics rather than the communication with the product owner.

B. Put forward a recommendation to proceed with the change since

this has demonstrated increased efficiency:

- While demonstrating increased efficiency is important, making changes

without obtaining necessary approvals or involving key stakeholders, like the
product owner, can lead to misunderstandings and conflicts. It's crucial to
involve stakeholders and seek their input before making significant changes.

C. Demonstrate servant leadership and plan to remove all

impediments for the team:

- Servant leadership is an important aspect of Agile project management.

However, while it helps remove impediments for the team, it does not
directly address the need for early communication and alignment with the
product owner, which is crucial in this scenario.

D. Enable regular review meetings with the product owner and

capture deviations early in the sprint:

- This is the correct answer. Regular review meetings with the product
owner and capturing deviations early in the sprint are aligned with Agile
principles. It ensures that there is continuous and transparent
communication with key stakeholders. By involving the product owner in
review meetings and addressing any deviations promptly, the project
manager can prevent situations where changes are made without approvals,
leading to discontent.

In the Agile approach, regular communication, collaboration, and

transparency with stakeholders, including the product owner, are essential to
avoid misunderstandings and ensure that project changes are well-
coordinated and approved. Therefore, option D is the correct choice to
prevent the situation described in the question.

 Link to new ECO: Domain 2, Task 8: Plan and manage scope

 Link to Agile Practice Guide - Sprint Planning - Pg. 154
Question 29:
Skipped
Laura is a project manager for a financial services project, and she is
currently leading a $2Mn project of launching a new credit card for the client
(NatWest Bank Plc.). She is in the schedule management process and
currently defining the activities required to develop the schedule of the
project.

The project has a big scope that spans across 6 different countries. What is
the technique used at this stage for dividing and subdividing the project
scope and project deliverables into smaller, more manageable parts?

 Product Flow Diagram

 Decomposition

(Correct)

 Roll wave planning

 Convergence & Divergence
Explanation
The correct answer to the given question is option B: "Decomposition."

Let's break down each option to understand why option B is the correct
choice and why the other options (A, C, and D) are incorrect:

A. Product Flow Diagram:

- A Product Flow Diagram is a tool used to show how products or

deliverables move through a process or workflow. It helps visualize the flow
of products but is not primarily used for dividing and subdividing project
scope and deliverables.

C. Roll Wave Planning:

- "Roll Wave Planning" is a type of Agile planning process where multiple

plans are created one after the other over shorter time horizons. There is a
typical finish to start relationship between to successive plans ensuring
continued business justification throughout the entire planning process.

D. Convergence & Divergence:

- "Convergence & Divergence" is not a recognized technique for dividing

and subdividing project scope. It does not align with standard project
management practices.

B. Decomposition:

- Decomposition is the correct answer. It is a fundamental technique used

in project management for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts. This process
involves breaking down complex project components into smaller, more
manageable work packages, which can then be assigned to teams or
individuals for execution. Decomposition helps create a detailed work
breakdown structure (WBS) and supports the development of the project
schedule.

In the context of the project led by Laura, which involves launching a new
credit card across multiple countries, decomposition is a crucial technique to
break down the complex scope into manageable components and activities
that can be planned, tracked, and executed effectively. It is widely used in
project management to ensure clarity, control, and successful project
execution.

 Link to new ECO: Domain 2, Task-6: Plan and manage schedule

 Link to Process Group Practice Guide: Decomposition & WBS - Pg. 88
Question 30:
Skipped
The Scrum Master is the team role responsible for ensuring the
team lives agile values and principles. What is the primary way that
a Scrum Master contributes towards maximizing productivity in the
development team?

 By maintaining a risk adjusted product backlog in priority

order
 By developing capability of the team members on new
productivity tools in the market
 By keeping a strong and methodical minutes of meeting for
every sprint review
 By facilitating the development team decision making &
removing impediments

(Correct)

Explanation
The correct answer to the given question is option D: "By facilitating the
development team decision making & removing impediments."

Let's explain why option D is the correct choice and why the other options (A,
B, and C) are incorrect:

A. By maintaining a risk-adjusted product backlog in priority order:

- Maintaining a risk-adjusted product backlog is a responsibility of the

Product Owner, not the Scrum Master. The Product Owner is responsible for
prioritizing and managing the product backlog.
B. By developing the capability of the team members on new
productivity tools in the market:

- While it's beneficial for the team to have the skills and tools to improve
productivity, this is not the primary role of the Scrum Master. Skill
development is typically addressed by the team itself or through
collaboration with the Product Owner.

C. By keeping strong and methodical minutes of meeting for every

sprint review:

- Documenting meeting minutes is a valuable practice, but it does not

directly maximize team productivity. It is not the primary responsibility of the
Scrum Master.

D. By facilitating the development team decision-making &

removing impediments:

- This is the correct answer. The Scrum Master's primary role is to facilitate
the development team's decision-making process and to remove
impediments that may hinder the team's progress. The Scrum Master serves
as a servant-leader, ensuring that the team can work efficiently, make
decisions, and address any obstacles that could impact their productivity.

In the Scrum framework and Agile principles, the Scrum Master acts as a
coach and servant-leader, working to create an environment where the
development team can self-organize, collaborate effectively, and maximize
their productivity by removing roadblocks and facilitating decision-making.
This aligns with Agile values and principles and is a key responsibility of the
Scrum Master.

 Link to new ECO: Domain 1, Task 7: Address and remove impediments,

obstacles, and blockers for the team.
 Link to Agile Practice Guide: Table 4.2 Pg. 41 - Agile Team Roles (Team
facilitator/Scrum Master)
Question 31:
Skipped
As a project manager for a dam construction project on the river Medway,
you face uncertainties due to the unavailability of seasonal flow data, costly
deep piling work which has been recommended by a reputed testing agency,
and the need for various approvals from the Forest Conservation
Department.

Which project management methodology is most suitable here?

  Waterfall

(Correct)

 Agile
 Iterative
 Incremental

Explanation
Option A, Waterfall, is the most suitable project management methodology
for the dam construction project across the river Medway in this scenario.
Here's why:

1. Uncertainties and Regulatory Requirements: The project involves a lot of

uncertainties, such as the unavailability of seasonal flow data and the need
for approvals from the Forest Conservation Department. Waterfall is a
traditional project management approach that is best suited for projects with
well-defined requirements and regulatory processes. In this case, a
structured approach is needed to address the uncertainties and navigate the
regulatory requirements step by step.

2. Costly Deep Piling Work: The deep piling work, which is exorbitantly costly,
requires careful planning and adherence to a well-defined project plan.
Waterfall's sequential and phased approach allows for comprehensive
planning and cost estimation at the beginning of the project, which is critical
in managing expensive activities like deep piling.

3. Reputed Soil Condition Testing: Since the soil condition testing was done
by a reputed firm, it implies a comprehensive upfront analysis, which aligns
with the Waterfall approach's emphasis on detailed planning and analysis
before execution.

Option B, Agile, is not suitable in this context because Agile is more

appropriate for projects with changing requirements, high degrees of
uncertainty, and a focus on delivering smaller increments of value
iteratively. The dam construction project, with its exorbitantly costly deep
piling work and regulatory requirements, does not align with the Agile
principles.

Option C, Iterative, and Option D, Incremental, share similarities with Agile

in that they involve incremental development and refinement. However, they
are not the best choices for a project with such significant uncertainties, high
costs, and a need for regulatory approvals. Waterfall, with its emphasis on
thorough planning and a structured approach, is better suited to manage
these challenges.
In summary, for a dam construction project with uncertainties, high costs,
and regulatory requirements, the Waterfall project management
methodology is the most appropriate choice.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices (Agile/Hybrid/Predictive)
 Link to PMBOK 7th Edition: Development approach and life cycle
(Section 2.3)
Question 32:
Skipped
You are a project manager for a project that has team with members from
different functions. Two of your team members keep on having conflict
between themselves and this is affecting your project delivery.

You decide to call both of them in a meeting and discuss openly about the
issues and align on what needs to be true for both of them to work
seamlessly. You facilitate the discussion as a PM.

What type of conflict resolution technique you are using here?

 Withdrawal
 Smoothing
 Collaborating

(Correct)

 Forcing

Explanation
Option C, "Collaborating," is the correct conflict resolution technique being
used in this scenario. Here's why, along with explanations for the other
options:

Option C- Collaborating (Correct): Collaborating, also known as problem-

solving or confronting, is the most appropriate technique when team
members with differing viewpoints or conflicts need to work together
effectively. In this approach, the project manager facilitates open and
constructive discussions to find a solution that addresses the concerns of
both parties and ensures they can work together seamlessly. This technique
aligns with the principles of effective conflict resolution and collaboration to
achieve mutually satisfactory outcomes.
Option A - Withdrawal (Incorrect): The withdrawal technique involves
avoiding or sidestepping the conflict, which doesn't address the issue
directly. In this scenario, the project manager is actively engaging the
conflicting parties in a discussion to resolve the conflict, which is the
opposite of withdrawal.

Option B - Smoothing (Incorrect): Smoothing involves emphasizing areas of

agreement to downplay the areas of conflict. This technique aims to
maintain relationships but doesn't necessarily resolve the underlying issues.
In the scenario provided, the project manager is attempting to openly
discuss and address the issues, which is more aligned with the collaborating
approach rather than smoothing.

Option D - Forcing (Incorrect): Forcing implies using authority or power to

resolve conflicts and make one party's preferences prevail over the other's.
This approach may lead to a win-lose outcome. In the scenario, the project
manager is facilitating a discussion to find a mutually acceptable solution,
which is not forceful or coercive.

In summary, the project manager is using the collaborating technique to

address the conflict between team members by engaging them in an open
and constructive discussion to find a solution that allows them to work
together harmoniously. This approach is in line with effective conflict
resolution and collaboration principles, making it the most appropriate
choice for this situation.

 Link to new ECO: Domain 1, Task 1: Manage conflict

 Link to PMBOK 7th Edition: Conflict Models - Section 4.2.7.1
Question 33:
Skipped
Andrea is a project manager for an Agile-led project. As a part of the Direct &
Manage Project Work process, he is conducting iteration planning meetings
every week. Over the meetings, he has observed that the meeting is
dominated by the most senior developer who likes to push his decision with
the team without leaving the scope for a healthy exchange of ideas. This is
causing a bit of unrest and dissatisfaction within the team. Andrea wants to
ensure that in the next iteration meeting, all voices are heard.

What is the best course of action for Andrea in this scenario?

  Discuss the issue with the senior developer and in the next
meeting allocate equal time for each member to pitch their
ideas/concerns
 Inform the senior developer’s functional manager about this
unacceptable behaviour and process disciplinary action against
him
 Before the start of the meeting, align the team on meeting
ground rules as defined in the team charter and make the
same visual in the meeting room for the next meetings

(Correct)

 Invite the sponsor in the next iteration meeting so that the

senior developer gets intimidated by the sponsor’s presence
and decides to be more thoughtful
Explanation
Option C, "Before the start of the meeting, align the team on meeting ground
rules as defined in the team charter and make the same visual in the
meeting room for the next meetings," is the best course of action for Andrea
in this scenario. Here's why, along with explanations for the other options:

Option C. Define Ground Rules and Display Them (Correct): Agile

teams often establish and adhere to ground rules or working agreements to
ensure effective collaboration. By clearly defining ground rules at the outset
and displaying them in the meeting room, Andrea can set expectations for
behaviour and participation. This approach promotes a healthy exchange of
ideas, ensures everyone's voice is heard, and helps manage team dynamics.

Option A. Discuss the Issue with the Senior Developer

(Incorrect): While it's essential to address the issue with the senior
developer, this alone may not be sufficient. Simply discussing the problem
with the senior developer may not guarantee a change in behaviour and may
not involve the entire team in establishing collaboration norms.

Option B. Inform the Senior Developer's Functional Manager

(Incorrect): Escalating the issue to the senior developer's functional
manager and initiating disciplinary action should be a last resort. It is
generally more effective to address team dynamics and collaboration issues
within the team before involving external parties.
Option D. Invite the Sponsor to Intimidate (Incorrect): Inviting the
sponsor solely to intimidate the senior developer is not a constructive
solution. It could harm team morale and collaboration. It's best to focus on
team self-regulation and addressing issues through well-defined ground rules
and open communication.

In Agile project management, collaboration and self-organization are highly

valued. Setting and displaying ground rules that define expected behaviour
during meetings aligns with Agile principles, encourages open
communication, and fosters a more collaborative team environment. This
approach respects the values of Agile and promotes a solution that involves
the entire team in improving their collaboration practices.

 Link to new ECO: Domain 1, Task 7: Address and remove impediments,

obstacles, and blockers for the team.
 Link to PMBOK 7th Edition: Distributed management and leadership
(Section 2.2.1.2)
Question 34:
Skipped
You are the Scrum Master for an agile-managed project. During a sprint
review meeting, you find out that there has been a major error in the coding
process for a feature that has created a bug in the system. You reach out to
the development team to find the root cause & plan resolution.

What should be your best approach as a servant leader here?

 Identify the developer who made this error and do a

performance review meeting with him
 Identify the developer who made this error and reassign him to
another project
 Plan a review meeting with the development team, identify the
developer who created the error and try to understand the
root cause of the error. Arrange a training for the developer if
it was a training gap for him

(Correct)

 Plan a review meeting with the development team, identify the

developer who created the error and ask him to correct the
error at the earliest before the client catches it

Explanation
Option C, "Plan a review meeting with the development team, identify the
developer who created the error and try to understand the root cause of the
error. Arrange a training for the developer if it was a training gap for him," is
the correct approach for a Scrum Master acting as a servant leader in an
Agile project. Here's why, along with explanations for the other options:

Option A. Identify the Developer and Conduct a Performance Review

(Incorrect): Conducting a performance review in response to an error is not
in line with Agile principles. Agile values collaboration and self-improvement
over individual performance reviews, which are typically conducted less
frequently in Agile projects. This approach may create fear and hinder open
communication.

Option B. Identify the Developer and Reassign (Incorrect): Reassigning the

developer to another project due to a single error is not a constructive Agile
practice. It does not address the root cause of the problem, promote
learning, or improve the team's capabilities.

Option C. Plan a Review Meeting with Training (Correct): In Agile, when an

error occurs, the focus is on continuous improvement, collaboration, and
learning. Planning a review meeting with the development team to identify
the root cause of the error is a good practice. If the error resulted from a
training gap, arranging training for the developer is a proactive step to
address the issue and prevent similar errors in the future. This approach
aligns with Agile principles of transparency and continuous improvement.

Option D. Ask the Developer to Correct the Error (Incorrect): Assigning

blame and asking the developer to correct the error without understanding
the root cause does not address the systemic issue. It may lead to a culture
of fear and discourage open discussions about errors and their causes.

In Agile project management, it's essential to adopt a collaborative and

learning-oriented approach when issues or errors arise. The focus should be
on root cause analysis, knowledge sharing, and addressing training gaps, if
necessary. Option C reflects the Agile values and principles of fostering a
culture of continuous improvement, teamwork, and individual and collective
accountability.

I would highly recommend you to watch the tutorial video on Servant

Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsU

 Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

 Link to PMBOK 7th Edition: 2.2.1.2 - Distributed management and
leadership
 Question 35:
Skipped
In this agile methodology, the work is organized into small sprints and
leverages the use of Kanban boards to visualize and monitor the work. The
stories are placed on the Kanban board and the team manages its work by
using work-in-progress limits. Which approach is being talked about here?

 Scrum
 Kanban
 LeSS
 Scrumban

(Correct)

Explanation
Option D, "Scrumban," is the correct answer for this question, as it refers to a
combination of Scrum and Kanban methodologies, allowing teams to enjoy
the benefits of both approaches. Here's an explanation of each option:

A. Scrum (Incorrect): Scrum is an Agile framework that organizes work

into iterations called sprints, with specific roles, events, and artifacts. While it
uses sprints, it does not primarily employ Kanban boards and work-in-
progress limits as described in the question.

B. Kanban (Incorrect): Kanban is an Agile methodology that focuses on

visualizing and monitoring work on a Kanban board, using work-in-progress
limits to optimize flow. However, it does not use sprints or have the same
Scrum ceremonies and roles.

C. LeSS (Incorrect): Large-Scale Scrum (LeSS) is a framework for scaling

Scrum to multiple teams working on a single product. It is an extension of
Scrum and doesn't typically incorporate Kanban practices to the extent
described in the question.

D. Scrumban (Correct): Scrumban combines Scrum and Kanban principles.

It uses Scrum's sprint structure while also incorporating Kanban's visual
management and work-in-progress limits. This allows teams to flexibly adapt
their work as they continuously improve their processes. The use of both
Scrum and Kanban practices is a distinguishing feature of Scrumban.

In Scrumban, teams often begin with Scrum but incorporate Kanban

practices as needed to enhance their ability to manage work efficiently and
respond to changing circumstances. This hybrid approach can be particularly
useful for teams transitioning from pure Scrum to a more flow-based Agile
approach or when they need more flexibility in managing work. Scrumban is
a response to the real-world need for teams to be agile in their Agile
practices.

 Link to Agile Practice Guide: Page 108. Annexure 3

 Link to new ECO: Domain 2, Task 13: Determine appropriate project
methodology/methods and practices
Question 36:
Skipped
You (as a project manager) are trying to understand and categorize
the types of risk that may occur in your project as a part of planning
your risk management strategy. How would you best classify this
risk: "a key seller going out of business during the project"?

 Event based risk

(Correct)

 Variability risk
 Ambiguity risk
 Emergent risk

Explanation
Option A, "Event-based risk," is the correct answer for classifying the risk of
"a key seller going out of business during the project." Let's explore why this
is the most appropriate classification and why the other options are
incorrect:

A. Event-based risk (Correct): An event-based risk is a specific incident or

occurrence that can affect the project. In this case, the key seller's going out
of business is a distinct event that could have a significant impact on the
project. It's an identifiable risk event that may or may not happen.

B. Variability risk (Incorrect): Variability risk typically refers to risks

associated with fluctuations in project variables, like costs, schedules, or
performance. The risk described in the question is not about variability but
rather a specific event that could disrupt the project.

C. Ambiguity risk (Incorrect): Ambiguity risk relates to risks arising from

uncertainty or lack of clarity in project requirements, objectives, or other
aspects. The risk in question doesn't stem from ambiguity; it's about a
specific external event, the seller's business closure.

D. Emergent risk (Incorrect): Emergent risks are those that arise during
the project due to unforeseen circumstances which cannot be forecasted
(war, political unrest, natural calamity etc.). In this case, the risk of the key
seller going out of business is not something that emerges during the
project; it's a potential risk that can be identified and planned for during risk
assessment and management.

Therefore, the risk of a key seller going out of business during the project is
appropriately classified as an event-based risk because it's a specific incident
that could disrupt the project if it occurs. It should be documented and
addressed as part of the project's risk management strategy.

 Link to new ECO: Domain 2, Task 3: Assess and manage risks

 Link to PMBOK 7th Edition: Optimize Risk Responses. First paragraph
below Table 3-11.
Question 37:
Skipped
You are the Scrum Master for an agile-managed project. During a sprint
review meeting, the product development team notifies you that this sprint
delivery will be delayed since the product design team has not provided the
required inputs till date.

You know that there has always been an issue with the design team to delay
communications and timely inputs. What is your best step as a servant
leader here?

 Reach out to the design team again and serve them an

ultimatum to share the inputs to the development team
 Ask the development team to setup a meeting with the design
team to identify the bottlenecks and you facilitate that
meeting

(Correct)

 Reach out to the design head of department and setup a

meeting with him. Express the challenges that you are facing
with the late deliveries from his department and seek help
 Ask the development team to setup a meeting with the design
team to identify the bottlenecks and report back to you their
findings and next steps

Explanation
Option B, "Ask the development team to set up a meeting with the design
team to identify the bottlenecks, and you facilitate that meeting," is the
correct answer for the Scrum Master's best course of action. Let's explain
why this is the most suitable option and why the other choices are incorrect:
Option B (Correct): Scrum Masters play a crucial role in facilitating
communication and collaboration within Agile teams. When there are
impediments or bottlenecks affecting the team's progress, it's the Scrum
Master's responsibility to help resolve these issues. By asking the
development team to set up a meeting with the design team and facilitating
it, the Scrum Master promotes open communication and problem-solving
among team members. This approach aligns with the Agile principles of self-
organization and collaboration.

Option A (Incorrect): Serving an ultimatum is not in line with the Agile

principles of collaboration and respect. It's essential for the Scrum Master to
act as a servant leader and encourage cooperation rather than imposing
demands on team members.

Option C (Incorrect): While reaching out to the design head of the

department may be necessary in some cases, it's not the initial step to take.
Agile values direct communication and problem-solving at the team level.
Escalating to higher management should be a last resort.

Option D (Incorrect): In Agile, the Scrum Master is expected to actively

participate in problem-solving and facilitating communication. Delegating the
task to the development team and having them report findings doesn't
leverage the Scrum Master's role effectively. The Scrum Master should be
directly involved in facilitating the collaboration between the two teams.

In Agile frameworks like Scrum, fostering direct communication and

collaboration among team members is crucial. The Scrum Master acts as a
facilitator and servant leader to help the team overcome obstacles and
achieve their goals. Option B best reflects this Agile approach by involving
the Scrum Master in facilitating the meeting to identify and address
bottlenecks.

I would highly recommend you to watch the tutorial video on Servant

Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsU

 Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

 Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management
and leadership
Question 38:
Skipped
Lisa is managing an Agile-based project as the Scrum Master. She is handling
a very large project team that is cross-functional and sits across different
locations within a single campus. What tailoring recommendations she can
adopt for an effective delivery? (select THREE OPTIONS)
  Restructure the project as multiple smaller projects matched
to scale of delivery

(Correct)

 Develop a business case to fund additional resources

 Break the team into smaller teams and use program
management to coordinate

(Correct)

 Use lean program management to organize the larger effort

(Correct)

 Consider to implement a probabilistic simulation model to

predict cost overruns
Explanation
Lisa, as a Scrum Master managing a large Agile-based project, can adopt the
following tailoring recommendations for effective delivery:

A. Restructure the project as multiple smaller projects matched to

the scale of delivery: Breaking down a large project into smaller, more
manageable components is a common Agile practice. This allows for
incremental and iterative development, making it easier to deliver value
more frequently. It aligns with the Agile principle of "Deliver working
solutions frequently."

C. Break the team into smaller teams and use program management
to coordinate: Cross-functional teams can be divided into smaller, more
focused teams. This approach follows the Agile concept of Scrum of Scrums
or other scaling frameworks like SAFe. Coordinating through program
management ensures that individual teams can work autonomously while
still aligning their efforts toward common project goals.

D. Use lean program management to organize the larger effort: Lean

program management principles, such as reducing waste, improving flow,
and optimizing resource utilization, can be applied to streamline the delivery
of a large project. Lean practices complement Agile by emphasizing
continuous improvement and value delivery.

Options B and E are incorrect.

B. Develop a business case to fund additional resources: Agile focuses

on delivering value efficiently with the existing resources rather than seeking
additional funding as the first solution. While adjustments in resource
allocation can be made, Agile encourages optimizing the use of current
resources.

E. Consider implementing a probabilistic simulation model to predict

cost overruns: This option introduces unnecessary complexity and does not
align with Agile principles. Agile promotes adaptive planning and responding
to change over following predictive models. Probabilistic simulation models
are typically associated with predictive project management approaches and
does not link to the basic principle of tailoring.

In Agile project management, the emphasis is on iterative, incremental, and

collaborative delivery. Breaking down large projects into smaller
components, coordinating through program management, and applying lean
principles to streamline the effort are effective strategies to handle large and
complex projects while staying true to Agile values and principles.

 Check Page 121. Appendix 2 of Agile Practice Guide (Attributes that

influence tailoring).
 Link to new ECO: Domain 2, Task 13: Determine appropriate project
methodology/methods and practices
Question 39:
Skipped
In a civil construction project, the subcontractor responsible for bar bending
work consistently delivers late due to resource challenges. The subcontractor
is willing to accept penalties for the delays, and as the project manager, you
agree to this arrangement since finding a replacement contractor is not a
feasible option at this stage.

This negotiation is an example of:

 Forcing
 Collaboration
 Withdrawal
 Compromising

(Correct)

Explanation
Option D, "Compromising," is the correct answer for this scenario. Here's an
explanation of the correct and incorrect options:

A. Forcing: Forcing is a conflict resolution technique where one party uses

their authority to impose a solution on the other party. In this scenario, the
project manager is not imposing a solution but rather working with the
subcontractor to find a mutually agreeable solution. It's not a forcing
situation.

B. Collaboration: Collaboration is a conflict resolution technique where

parties work together to find a mutually beneficial solution. While
collaboration is generally a good approach, in this scenario, the
subcontractor is willing to accept penalties for late deliveries, which indicates
a compromise rather than full collaboration.

C. Withdrawal: Withdrawal, also known as avoiding, is a conflict resolution

technique where one or both parties choose not to address the conflict. In
this scenario, the project manager is actively addressing the issue and
negotiating with the subcontractor, so withdrawal is not the correct choice.

D. Compromising: Compromising is a conflict resolution technique where

both parties make concessions to reach an agreement. In this scenario, the
project manager and subcontractor are working together to agree on
contract terms that involve penalties for late deliveries. This approach
represents a compromise between the two parties to resolve the issue
effectively.

The project manager is taking a compromising approach by accepting the

subcontractor's willingness to take a hit on contract terms, which is a fair and
reasonable way to handle the situation given the challenges faced by the
subcontractor.

 Link to PMBOK 7th Edition: Section 4.2.7.1 - Conflict Model

 Link to new ECO: Domain 1, Task 1: Manage conflict
Question 40:
Skipped
You are managing an agile-driven project as the scrum master. You have
various development teams working across the globe in different time zones.
What tailoring recommendations can you adopt for an effective delivery
(select THREE OPTIONS)

 Use tools like Teams, Webex and electronic team boards

(Correct)

 Setup face-to-face meetings wherever possible to ensure more

effective remote connections

(Correct)

 Plan regular connects on fixed time of the day to ensure

smooth drumbeat
  Consider round robin check-ins during meetings to ensure
participation and check consensus for decision making

(Correct)

 Recommend to have team off-site events for leadership

trainings
Explanation
In an agile-driven project with development teams working across the globe
in different time zones, the key is to enhance communication and
collaboration. Options A, B, and D are correct recommendations, while
options C and E are incorrect. Here's an explanation for each:

A. Use tools like Teams, Webex, and electronic team boards: This is a
correct recommendation. Agile teams distributed across different locations
can benefit from using collaboration tools and electronic boards to facilitate
communication, share information, and track progress. Tools like Microsoft
Teams, Webex, or other video conferencing and collaboration software can
help bridge the geographical gap.

B. Setup face-to-face meetings wherever possible to ensure more

effective remote connections: While face-to-face meetings are highly
effective, they might not be feasible for teams spread across the globe.
Therefore, it's crucial to use virtual meetings and video conferencing tools to
create a more personal and interactive connection. However, in some cases,
when feasible, face-to-face meetings can be beneficial for team-building and
establishing rapport.

C. Plan regular connects on a fixed time of the day to ensure a

smooth drumbeat: This option is not necessarily the best practice for
globally distributed agile teams. Fixed-time daily stand-up meetings might
not accommodate different time zones, causing inconvenience for some
team members. Agile teams should consider implementing flexible meeting
schedules to accommodate various time zones and make it easier for all
team members to participate.

D. Consider round-robin check-ins during meetings to ensure

participation and check consensus for decision-making: This is a good
recommendation. Round-robin check-ins during meetings ensure that each
team member has an opportunity to provide updates, ask questions, and
express concerns. It promotes equal participation and helps check consensus
for decision-making.

E. Recommend having team off-site events for leadership

training: While team off-site events and leadership training are valuable,
they might not be practical for a globally distributed agile team. Traveling for
off-site events can be challenging, costly, and time-consuming. Leadership
training can be conducted through virtual sessions, which are more suitable
for geographically dispersed teams.

In summary, for effective delivery in an agile project with global teams, it's
crucial to leverage collaboration tools (Option A), use virtual meetings
(Option B), and promote equal participation during meetings (Option D).
Planning fixed-time daily connects (Option C) and recommending team off-
site events (Option E) may not be the most practical or effective approaches
in this context.

 Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that

influence tailoring).
 Link to new ECO: Domain 2, Task 13: Determine appropriate project
methodology/methods and practices
Question 41:
Skipped
Jake is a project manager for a software application development project
which is getting executed in an agile environment. Over the last few weeks,
his team members have approached Jake a number of times, voicing
concerns regarding the amount of documentation that they need to perform
as a part of the project.

This has been a client requirement since the beginning, but it is consuming a
lot of productive time of your team members. What is the best course of
action for you as a servant leader here?

 Instruct the team to follow the process already being followed

and try to hire additional resources to help documentation
 Empathize with the issue for your team and propose that you
are willing to help by working extra hours for them to complete
the documentation backlog
  Setup a meeting with the customer and your key team
members to re-evaluate the current documentation process
and identify opportunities for simplification and elimination

(Correct)

 Use your judgement to eliminate some documentation stuff

which you feel is unnecessary

Explanation
Option C is the correct answer for the given scenario, and here's why, along
with explanations for why the other options (A, B, and D) are incorrect:

C. Setup a meeting with the customer and your key team members
to re-evaluate the current documentation process and identify
opportunities for simplification and elimination: This is the best course
of action as it promotes collaboration and open communication. Agile
projects value customer collaboration, and it's essential to involve the
customer in discussions about project processes. By revisiting the
documentation requirements with the customer and key team members, you
can identify ways to simplify or eliminate unnecessary documentation,
aligning the process with agile principles.

A. Instruct the team to follow the process already being followed

and try to hire additional resources to help documentation: This
option is not ideal because it disregards the agile principle of customer
collaboration and doesn't address the root of the problem. Simply hiring
more resources may not be the most efficient solution, and it doesn't involve
the customer in the decision-making process.

B. Empathize with the issue for your team and propose that you are
willing to help by working extra hours for them to complete the
documentation backlog: While empathy is a valuable trait for a servant
leader, offering to work extra hours yourself doesn't address the issue
effectively. It doesn't involve the customer or evaluate the documentation
process's necessity.
D. Use your judgment to eliminate some documentation stuff which
you feel is unnecessary: Relying solely on your judgment to eliminate
documentation may not align with agile principles. Agile practices emphasize
collaboration and customer involvement. Deciding on your own to eliminate
documentation without customer collaboration might lead to
misunderstandings and missed requirements.

In agile project management, the focus should be on delivering value to the

customer while adapting to changing requirements. In this context, involving
the customer (Option C) in the process of re-evaluating documentation is the
most effective way to address concerns and streamline the documentation
process.

I would highly recommend you to watch the tutorial video on Servant

Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsU

 Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

 Link to PMBOK 7th Edition: Section 2.2.1.2 - Distributed leadership and
management
Question 42:
Skipped
This type of an organization is divided into departments and each
department has a functional manager. As a project manager, one needs to
reach out to each functional manager to help allocate resources for a
particular project. The project manager has very limited authority to choose
the resources for a project.

The members of the project team do not have any accountability or report to
the project manager directly. Which type of organization is being talked
about here?

 Functional

(Correct)

 Balanced-matrix
 Strong-matrix
 Project oriented

Explanation
Option A is the correct answer for the given scenario, and here's why, along
with explanations for why the other options (B, C, and D) are incorrect:
A. Functional: In a functional organization, departments are divided by
functions (e.g., marketing, engineering, IT), and each department has a
functional manager. In this structure, project managers have limited
authority, and they must reach out to functional managers to allocate
resources for their projects. Project team members report to their respective
functional managers and not directly to the project manager. This is a typical
characteristic of a functional organization.

B. Balanced-matrix: In a balanced-matrix organization, the balance

between functional managers and project managers in terms of authority
and resource allocation is relatively equal. Project managers have more level
authority in a balanced matrix organization than in functional organizations
(Option C-Strong Matrix), and team members may have dual reporting
relationships to both the project manager and functional manager. However,
the scenario described is more aligned with a functional organization where
functional managers have more authority over resource allocation.

C. Strong-matrix: In a strong-matrix organization, project managers have

significant authority, and they have control over resource allocation. Team
members often report directly to the project manager. In this scenario,
project managers do not have the level of authority described, so it does not
represent a strong-matrix organization.

D. Project oriented: A project-oriented organization is characterized by a

structure where the project manager has complete control and authority
over the resources and decisions related to the project. Team members
typically report directly to the project manager. The scenario described does
not match the characteristics of a project-oriented organization.

The scenario presented aligns with a functional organization where the

project manager has limited authority and must reach out to functional
managers for resource allocation, and team members do not directly report
to the project manager. Therefore, Option A, "Functional," is the correct
choice.

 Link to new ECO: Domain 3, Task 4: Support organizational change

 Link to Process Group Practice Guide: Table 2.1 Influences of
organizational structures on projects
Question 43:
Skipped
You are in the initiation phase of a project and you are developing an artifact
that will be a primary input to your scope management plan. This artifact
consists of the high-level project description, assumptions, constraints, and
high-level requirements that the project is intended to satisfy. Which project
artifact is being referred to here:

 Business Case
 Benefits Management Plan
 Project Charter

(Correct)

 Scope Document

Explanation
Option C, "Project charter," is the correct answer for the given scenario, and
here's why, along with explanations for why the other options (A, B, and D)
are incorrect:

C. Project charter: The project charter is developed during the initiation

phase and is a primary input to the scope management plan. It contains the
high-level project description, assumptions, constraints, and high-level
requirements that the project is intended to satisfy. The project charter
provides a formal authorization for the project to begin, and it is typically
issued by a project sponsor or someone at a similar level of authority.

A. Business case: The business case is a document that justifies the need
for the project. It typically includes information about the project's expected
benefits, costs, and alignment with the organization's strategic objectives.
While a business case is important, it does not contain the same level of
detail regarding project assumptions, constraints, and high-level
requirements as the project charter.

B. Benefits management plan: The benefits management plan is a

document that outlines how and when the expected benefits of the project
will be realized. It focuses on the management and realization of benefits
and is not the primary input for the scope management plan. It is related to
the business case but does not contain the information specified in the
question.

D. Scope document: The scope document, or project scope statement, is a

detailed document that defines the project's scope, objectives, deliverables,
constraints, assumptions, and acceptance criteria. It is used during the
planning phase to guide the project team in developing the project's work
breakdown structure (WBS) and detailed project planning. While it contains
some of the information mentioned, it is not the primary input for the scope
management plan during the initiation phase.
In the context of initiating a project and developing an artifact that contains
a high-level project description, assumptions, constraints, and high-level
requirements, the correct answer is the "Project charter" (Option C). The
project charter is the document that authorizes the project and provides
essential high-level information about the project's purpose and context.

 Link to new ECO: Domain 2, Task 12: Manage Project Artifacts

 Link to Process Group Practice Guide: 4.1 - Develop Project Charter
Question 44:
Skipped
A drug company is developing an inhaler for asthma patients. The product is
very critical for patient safety and needs multiple testing phases,
conformance checks, and legal approvals. The project calls for an early
product delivery and feedback to design in line with all necessary
conformance reviews, documentation, and certification happening thereafter
using standardized procedures.

What project management methodology is most suitable here?

 Scrumban
 Iterative
 Incremental
 Hybrid

(Correct)

Explanation
Option D, "Hybrid," is the correct answer for the given scenario, and here's
why, along with explanations for why the other options (A, B, and C) are
incorrect:

D. Hybrid: In a complex project like developing an inhaler for asthma

patients, where safety, testing, conformance checks, legal approvals, and
standardized procedures are crucial, a hybrid approach is often the most
suitable. Hybrid project management combines elements from different
methodologies, allowing for a tailored approach that can address the specific
needs of the project. It enables the early delivery and feedback aspects
associated with agile methodologies (like Scrum and Iterative) while
accommodating the structured and documentation-heavy phases required
for conformance reviews and legal approvals.

A. Scrumban: Scrumban is a hybrid approach that combines Scrum and

Kanban principles. While it can be useful in managing work in progress and
providing flexibility, it may not be the best choice for a project with extensive
safety, conformance, and legal requirements, as it tends to be more
lightweight and may not provide the level of documentation and control
required.

B. Iterative: Iterative approaches involve the repetition of development

cycles and refinement of the product over time. While this approach allows
for flexibility and early delivery, it may not inherently address the specific
safety, conformance, and legal aspects highlighted in the scenario.

C. Incremental: Incremental approaches involve breaking the project into

smaller, manageable parts, with each increment adding new features or
capabilities. This can be valuable for incremental enhancements but may not
fully address the safety-critical and regulatory aspects of the inhaler
development project.

In the context of developing a critical product like an inhaler with extensive

safety, conformance checks, and legal approvals, a hybrid project
management methodology (Option D) is often the best choice. This allows for
a tailored approach that combines the benefits of both agile and traditional
project management practices, ensuring early delivery and feedback while
adhering to the necessary standards and documentation requirements.

 Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that

influence tailoring).
 Link to new ECO: Domain 2, Task 13: Determine appropriate project
methodology/methods and practices
Question 45:
Skipped
In an agile project environment, this person is responsible for guiding the
direction of the product. They rank the work based on business value. They
work with their team daily to provide product feedback and setting direction
on the next piece of functionality to be delivered/developed. They work with
stakeholders, customers, and teams to define the product direction. Which
agile team role is being talked about here?

 Team facilitator
 Team leader
 Product owner

(Correct)

 Project manager

Explanation
Option C, "Product owner," is the correct answer for the given scenario, and
here's why, along with explanations for why the other options (A, B, and D)
are incorrect:

C. Product Owner: In agile project environments, the Product Owner plays

a crucial role in guiding the direction of the product. They are responsible for
prioritizing the work based on business value, working closely with their
team to provide feedback, setting direction for the next functionality to be
delivered, and collaborating with stakeholders and customers to define the
product's direction. The Product Owner is the key role responsible for
managing the product backlog, making decisions about what features or user
stories should be developed next, and ensuring that the team delivers value
to the customer.

A. Team Facilitator: While a team facilitator or Scrum Master facilitates

agile ceremonies and helps the team work effectively, they do not have the
responsibility for defining the product direction or prioritizing work based on
business value. Their primary focus is on helping the team follow agile
practices and remove impediments.

B. Team Leader: The role of a team leader in agile teams is typically

different from that of a Product Owner. Team leaders might provide guidance
on technical aspects or team dynamics but are not primarily responsible for
defining product direction or working with stakeholders and customers to
prioritize work.

D. Project Manager: In agile, the Project Manager's role is often less

prominent compared to traditional project management approaches. Agile
teams are typically self-organizing, and the responsibilities related to
defining the product and prioritizing work belong to the Product Owner.
While Project Managers may have a role in some agile organizations, their
focus is often on project-level coordination and management rather than
defining product direction.

In summary, the Product Owner (Option C) is the agile team role responsible
for product direction, prioritizing work based on business value, and working
closely with the team, stakeholders, and customers to ensure the product
meets their needs and delivers value.

 Link to new ECO: Domain 1, Task 6: Build a team

 Link to Agile Practice Guide: Section 4.3.2 - Agile Roles
Question 46:
Skipped
A project manager is studying the types of leadership as a part of his project
onboarding. What is the type of Leadership called that demonstrates a
commitment to serve and put other people first; focuses on other people's
growth, learning, development, autonomy, and well-being; concentrates on
relationships, community, and collaboration?

 Charismatic Leader
 Transformational Leader
 Servant Leader

(Correct)

 Interactional Leader

Explanation
Option C, "Servant leader," is the correct answer for the described type of
leadership, and here's why, along with explanations for why the other
options (A, B, and D) are incorrect:

C. Servant Leader: A servant leader is a leadership style that emphasizes

serving and putting the needs of others first. Servant leaders focus on the
growth, learning, development, autonomy, and well-being of their team
members. They concentrate on building strong relationships, fostering a
sense of community, and promoting collaboration within the team. This type
of leadership is often associated with creating a supportive and empowering
work environment.

A. Charismatic Leader: Charismatic leadership involves a leader who uses

their personal charm and magnetism to inspire and motivate followers. While
charismatic leaders can be influential and inspirational, this style may not
necessarily prioritize serving others and fostering community and
collaboration as much as servant leadership.

B. Transformational Leader: Transformational leadership is a style where

leaders inspire and motivate their team to achieve extraordinary outcomes
and exceed their own expectations. While transformational leaders can be
highly influential, their focus is often on transformation and achieving
challenging goals rather than exclusively on serving and putting others first.
D. Interactional Leader: The term "interactional leader" is not a widely
recognized leadership style in traditional project management or leadership
theory. It is not directly related to the description of leadership that
prioritizes serving others, growth, development, and collaboration.

In summary, the Servant Leader (Option C) best fits the description of

leadership that is committed to serving and putting other people first,
focusing on their well-being and fostering collaboration and community
within the team. This leadership style is about empowering and supporting
team members to achieve their best while building strong relationships.

Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

Link to PMBOK 7th Edition - Section 3.3.1 Leadership Styles

Question 47:
Skipped
Bradley is the product owner of developing an ERP solution for SynSys. Inc –
A technology giant based out of Silicon Valley. The project is currently in the
design & development stage. A lot of customer requirements are pouring in
and the user-story priorities are changing every week.

However, once the features & requirements get finalized & locked, it will be a
defined and repeatable rollout process across SynSys offices in California,
London, and New Delhi. What is the best project management methodology
to apply here?

 Hybird

(Correct)

 LeSS
 SAFE
 Waterfall

Explanation
Option A, "Hybrid," is the correct answer for this scenario, and here's why,
along with explanations for why the other options (B, C, and D) are incorrect:

A. Hybrid: In the scenario described, where customer requirements are

continually evolving, and user-story priorities are changing frequently during
the design and development stage, a hybrid project management approach
is suitable. A hybrid approach combines elements of different methodologies
to tailor the project management process to specific project needs. It allows
for flexibility to accommodate changing requirements while still providing
structure and control for the repeatable rollout process. This approach can
integrate Agile practices with more traditional project management
processes, enabling adaptability in the development phase and structure in
the rollout phase.

B. LeSS (Large-Scale Scrum): LeSS is a framework for scaling Scrum to

larger organizations. While Scrum is an Agile methodology suitable for
managing complex and adaptive work, it may not be the best fit in this
scenario, as it doesn't directly address the need for a defined and repeatable
rollout process.

C. SAFe (Scaled Agile Framework): SAFe is designed for large-scale Agile

projects and can provide structure to Agile practices. It may be appropriate
in some scenarios but does not directly address the evolving customer
requirements and the need for a defined and repeatable rollout process.

D. Waterfall: Waterfall is a traditional project management methodology

that follows a linear and sequential approach. It's typically not well-suited for
projects with evolving customer requirements and changing user-story
priorities, as it does not readily accommodate changes once the project is in
progress.

In summary, a Hybrid approach (Option A) is the best choice in this scenario

because it allows for a combination of Agile practices to manage evolving
requirements during design and development while incorporating more
structured and controlled methods for the later rollout phase, where the
requirements are expected to be locked down and repeatable. This approach
provides the needed adaptability and control for a project like the ERP
solution for SynSys, Inc.

 Check Page 122. Appendix 2 of Agile Practice Guide (Attributes that

influence tailoring).
 Link to new ECO: Domain 2, Task 13: Determine appropriate project
methodology/methods and practices
Question 48:
Skipped
A project manager is preparing a charter for a project to automate a pick-
and-place operation in an assembly line with COBOTs. The sponsor has told
the PM that the charter should be aligned with the operations dept. manager
who is responsible for the production of that line.

The PM approaches the ops manager but he is totally non-cooperative since

he believes that this automation will cause layoffs in his department. What
should the PM do first?
  Go to the sponsor and ask him for a rationale for this
automation project
 Update the risk register stating that the project will be delayed
due to non-cooperation of the ops manager
 Provide objective cost benefit analysis evidence of the
automation project to the Ops manager
 Setup a meeting with the dept manager to explain business
case and benefits management plan

(Correct)

Explanation
Option D, "Setup a meeting with the department manager to explain the
business case and benefits management plan," is the correct answer for the
following reasons, along with explanations for why the other options (A, B,
and C) are incorrect:

D. Setup a meeting with the department manager to explain the

business case and benefits management plan:

- This is the correct approach as it focuses on addressing the department

manager's concerns and objections. It provides an opportunity to discuss the
project's goals, benefits, and the rationale behind the automation project. By
involving the department manager and explaining the business case and
benefits management plan, you can potentially gain their cooperation and
alignment with the project.

A. Go to the sponsor and ask him for a rationale for this automation
project:

- While seeking clarification from the sponsor might provide some insights,
it's not the first step to take. It's essential to engage with the department
manager directly to address their concerns and build a collaborative
understanding of the project's objectives.

B. Update the risk register stating that the project will be delayed
due to non-cooperation of the ops manager:

- While tracking the potential risk is a project management practice, it

should not be the first step in this situation. It's more proactive to attempt to
resolve the issue by engaging with the department manager rather than
immediately recording it as a risk.

C. Provide objective cost benefit analysis evidence of the

automation project to the Ops manager:
 - While providing a cost-benefit analysis is important, it may not address
the department manager's concerns and objections directly. Without first
discussing the benefits and addressing their concerns, providing a cost-
benefit analysis might not be as effective.

In summary, the best initial step for the project manager is to set up a
meeting with the department manager to engage in a constructive dialogue,
explain the business case, and discuss the benefits management plan. This
approach aims to build alignment, address concerns, and promote
cooperation from the department manager.

 Link to new ECO: Domain 1, Task 2: Lead a team (Servant Leadership)

 Link to Process Group Practice Guide: Section 1.10- Benefits
management and business documents
Question 49:
Skipped
RayVac Motors. Inc is planning to develop their first ever electric car. The
project needs to be agile-driven since a lot of scope, execution strategy,
timelines are undefined. You have been assigned as the project manager for
this project. RayVac Motors. Organizational design is set up quite
traditionally with teams in functional silos within functional organizations.
(Eg. Design Department, Procurement Department, Fabrication Department,
Quality Assurance etc.). What should you consider to setup your project
team for success?

 Develop a cross functional team without management

involvement & build a reward system around it

(Correct)

 Develop gated review systems across departments so that no

deliverable moves without prior alignment between sending &
receiving departments
 Lead the project with program management methodology
where each department handles its scope and success criteria
individually
 Send emails to individual department managers asking for
resource allocation for your project

Explanation
Option A, "Develop a cross-functional team without management
involvement & build a reward system around it," is the correct answer for the
following reasons, along with explanations for why the other options (B, C,
and D) are incorrect:
A. Develop a cross-functional team without management
involvement & build a reward system around it:

- This approach is consistent with agile principles, which emphasize self-

organizing, cross-functional teams. By establishing a cross-functional team,
you create a structure that can work collaboratively on the project,
overcoming the limitations of traditional functional silos. Building a reward
system can motivate and align the team towards project success, as agile
methodologies often emphasize team-based rewards and recognition.

B. Develop gated review systems across departments so that no

deliverable moves without prior alignment between sending &
receiving departments:

- This option suggests implementing gated review systems, which can be

bureaucratic and time-consuming. It enforces a traditional, stage-gate
approach and may not align with the agile principles of flexibility and
adaptability.

C. Lead the project with program management methodology where

each department handles its scope and success criteria individually:

- Program management is not a methodology for developing a single

product; it is about managing multiple related projects. In this scenario,
using program management could lead to fragmentation and lack of
integration in developing the electric car.

D. Send emails to individual department managers asking for

resource allocation for your project:

- Sending emails to request resource allocation, while a practical form of

communication, does not address the need for cross-functional collaboration
and self-organizing teams essential in agile approaches.

For an agile-driven project like developing an electric car, the most effective
approach is to create cross-functional teams that can work collaboratively
and adapt to the evolving scope. This approach aligns with agile principles
and can lead to better project success by promoting self-organization,
collaboration, and a focus on delivering value to the customer.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices
 Link to Process Group Practice Guide: Table 2.1 - Influences of
Organizational Structures on Projects
 Question 50:
Skipped
The principal designer of a tunnel construction project has been reassigned
to another project by his functional manager without the project manager’s
approval. The project team has expressed concern that this will slow down
the project and may also cause design inefficiencies in the final product.
What should be the most effective action by the project manager to resolve
this?
 Review the situation with the sponsor and formulate a
response
 Hire an external design consultant to build design capability
within project team
 Acknowledge the concerns raised by the team and perform an
impact analysis

(Correct)

 Perform a team off-site to provide coaching on motivational

theory
Explanation
Option C, "Acknowledge the concerns raised by the team and perform an
impact analysis," is the correct answer for the following reasons, along with
explanations for why the other options (A, B, and D) are incorrect:

C. Acknowledge the concerns raised by the team and perform an

impact analysis:

- In this scenario, the project manager should first acknowledge the

concerns raised by the project team, especially considering their expertise in
the project's details. This demonstrates effective communication and team
collaboration. The project manager should then proceed to perform an
impact analysis to understand the extent to which the reassignment of the
principal designer may affect the project timeline and design quality. This is
a prudent and responsible step that helps the project manager evaluate the
consequences of the situation.

A. Review the situation with the sponsor and formulate a response:

- While eventually involving the sponsor may be necessary, jumping

directly to this step without a thorough understanding of the issue would be
premature. It's important to conduct an impact analysis first to provide the
sponsor with a clear picture of the problem and its potential consequences
before formulating a response.

B. Hire an external design consultant to build design capability

within the project team:

- Hiring an external consultant is a resource-intensive solution that may not

be necessary until the impact analysis is performed and may come at an
extra cost. Additionally, it does not address the immediate concerns and
potential delays caused by the designer's reassignment.

D. Perform a team off-site to provide coaching on motivational

theory:

- While team-building activities and coaching are valuable for improving

team morale and motivation, they are not the primary solution in this
context. The immediate issue is the reassignment of a critical team member,
and addressing motivational aspects would not effectively resolve the
situation.

In this scenario, the project manager should start by acknowledging the

team's concerns and performing a structured impact analysis to assess the
potential impacts of the principal designer's reassignment. Once a clear
understanding of the situation and its implications is obtained, the project
manager can make an informed decision on the next steps, including
whether to involve the sponsor, hire external consultants, or conduct team
off-sites. This aligns with the best practice of conducting due diligence before
escalating issues to higher management.

 Link to new ECO: Domain 1, Task 6: Build a team

 Link to Process Group Practice Guide: Team Building - Pg. 307
Question 51:
Skipped
You are working in a project team where transparency is a major issue. Team
members always tend to hide errors for the risk of receiving strong feedback
and doing major rework. They also tend to hide their progress because they
feel that if they finish a deliverable before time, they would be pushed to
complete more deliverables out of their scope. What steps should you take
as an effective project manager here? (Select THREE OPTIONS)

 Lead by example and demonstrate transparency in decision

making

(Correct)

 Create a leader within the team and make him responsible to

drive culture change
 Create a status board/Kanban board with each member’s
deliverable & scope displayed

(Correct)

 Perform team building exercises regularly

(Correct)

 Link issues on non-transparency to performance reviews of

individuals which in turn defines their career progression

Explanation
Options A, C, and D are the correct answers for addressing the issue of
transparency within the project team. Let's explore each of these options
along with an explanation of why they are correct, as well as why options B
and E are incorrect:

A. Lead by example and demonstrate transparency in decision

making:

- This is an essential step for a project manager to foster transparency

within the team. By leading with transparency in decision-making, the
project manager sets a positive example that encourages team members to
follow suit. It helps in building trust and an open communication culture.

C. Create a status board/Kanban board with each member’s

deliverable & scope displayed:

- Using visual management tools like a Kanban board can promote

transparency. It provides visibility into the work each team member is doing,
including deliverables and scope. This encourages team members to be
more open about their progress and can help identify potential bottlenecks
or issues.

D. Perform team building exercises regularly:

 - Team building exercises can improve team dynamics and communication.
When team members have a stronger, more open relationship, they are
more likely to be transparent about their work. Team building activities can
help address the issue at its root by creating a culture of trust and open
communication.

Options B and E are incorrect for the following reasons:

B. Create a leader within the team and make him responsible to

drive culture change:

- While creating a leader within the team can be valuable, it's not a direct
solution to the transparency issue. This option doesn't address the core
problem of team members hiding errors or progress. Transparency should be
a shared value among all team members, rather than being the
responsibility of a single individual.

E. Link issues of non-transparency to performance reviews of

individuals, which in turn defines their career progression:

- Tying non-transparency issues to performance reviews and career

progression can create a punitive environment that discourages openness.
Team members may become even more reluctant to admit errors or share
progress for fear of negative repercussions. It's essential to build trust and
encourage transparency through positive means rather than threats.

In summary, addressing the issue of transparency requires the project

manager to lead by example, create visual management tools like Kanban
boards, and invest in team-building exercises to foster a culture of openness
and trust. These actions promote transparency without creating a negative
environment.

I would highly recommend you to watch the tutorial video on Servant

Leadership from my YouTube channel: https://youtu.be/4Oa7oADVtsU

 Link to new PMP Exam ECO: Domain-1, Task-2: Lead a Team

 Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management
and leadership
Question 52:
Skipped
Agile teams are mostly cross-functional. Some people in the team have
specializations in one domain but rarely contribute beyond that domain. By
contrast, another set of people supplement their expertise in one area with
supporting but less developed skills in associated areas and good
collaboration skills. As per the Agile Practice Guide, what are the two types of
team members called (in order as mentioned in the question)?

 T shaped and L shaped individual

 I shaped and T shaped individual

(Correct)

 L shaped and I shaped individual

 T shaped and J shaped individual

Explanation
Option B is the correct answer. The two types of team members, as per the
Agile Practice Guide, are referred to as "I-shaped" and "T-shaped"
individuals. Let's break down why this is the correct choice and why the
other options are incorrect:

B. I-shaped and T-shaped individual:

- "I-shaped" individuals have expertise or specialization in a single domain

and typically do not contribute beyond that specialization.

- "T-shaped" individuals have expertise in one domain (the vertical line of

the 'T') and also possess supporting skills and collaboration skills in
associated areas (the horizontal line of the 'T'). These individuals can
contribute to multiple areas and work effectively in cross-functional teams.

Now, let's examine why the other options are incorrect:

A. T-shaped and L-shaped individual:

- The term "L-shaped" is not commonly used in the context of Agile teams.
The Agile Practice Guide primarily focuses on the concept of "T-shaped"
individuals.

C. L-shaped and I-shaped individual:

- This option combines the terms "L-shaped" and "I-shaped" individuals,

but it doesn't accurately represent the concepts outlined in the Agile Practice
Guide.

D. T-shaped and J-shaped individual:

- The term "J-shaped" is not a standard designation for a type of individual

in Agile contexts. The Agile Practice Guide uses "I-shaped" and "T-shaped" to
describe the two primary types of team members.
In summary, Agile teams typically consist of "I-shaped" individuals who have
specialized expertise and "T-shaped" individuals who have both
specialization and supporting skills. These concepts emphasize the value of
cross-functional teams and collaboration.

 Link to new ECO: Domain 1, Task 6: Build a team

 Link to Agile Practice Guide: I shaped and T shaped People - Pg. 42
Question 53:
Skipped
During a project review meeting for a civil construction project, a team
member is unable to access the project schedule in MS Project due to an
expired license.

Which project tool/technique should you refer to understand how project

management software tools are licensed in your company and how to help
your team member by directing him to the right person?

 Configuration Management Plan

 PMIS

(Correct)

 Software Licensing Plan

 Risk Register

Explanation
Option B, PMIS (Project Management Information System), is the correct
answer.

Here's an explanation of why the other options are incorrect:

A. Configuration management plan: This plan deals with how the

project's deliverables and documentation are managed and versioned. It
does not provide information on software licensing or how to help a team
member resolve licensing issues.

C. Software licensing plan: While this sounds relevant to the issue at

hand, it's not a standard term or concept in project management.
Information on software licensing would typically be found in the
organization's policies or procedures.

D. Risk register: The risk register is a document that identifies and

assesses project risks, along with their potential impact and proposed
responses. It is not the appropriate tool to address software licensing issues.
PMIS (Option B) is the correct choice because it is the primary system that
provides access to project-related information, including scheduling tools
and licensing information. The PMIS often contains documentation on how to
use project management software, license information, and who to contact
for support or licensing issues. In this scenario, referring to the PMIS would
help the project manager and team member find the necessary information
and contacts to resolve the licensing problem.

 Link to new ECO: Domain 2, Task 12- Manage project artifacts

 Link to Process Group practice Guide: PMIS - Pg. 288
Question 54:
Skipped
In a hybrid product design & manufacturing project, the waterfall team
(production) enters a quality-check vision system malfunction resulting in
high-value losses due to a scrap of products within specifications.

When the production team tells the design (agile) team about the problem, it
becomes clear that mistranslated product specification sheets created
problems for both teams.

However, the agile team identified and resolved the problem at their end
weeks ago before the malfunction happened on the production floor. What
could the agile team have done differently to prevent this loss?

 Deprioritized the stories impacted by the information in the

specification sheets
 Asked the product owner to hold the project till the translation
issued were sorted
 Summarized their retrospective conclusions on information
radiators

(Correct)

 Formally raised a change request to provide similar translated

material both for the agile and waterfall teams
Explanation
Option C is the correct answer, and here's why:

C. Summarized their retrospective conclusions on information

radiators: In an agile environment, the retrospective is a crucial ceremony
where the team reflects on their performance and identifies areas for
improvement. Summarizing the retrospective conclusions on information
radiators (like team boards or dashboards) can help make the information
visible to the entire team and ensure that everyone is aware of and
understands the improvements needed. This proactive approach can help
prevent issues that arise from misunderstandings or miscommunications.

Now, let's explain why the other options are incorrect:

A. Deprioritized the stories impacted by the information in the

specification sheets: Deprioritizing stories doesn't address the issue of
mistranslated specification sheets. It's a reactive approach and doesn't
ensure that the problem is identified and resolved in advance.

B. Asked the product owner to hold the project till the translation
issues were sorted: Delaying the project isn't a practical solution,
especially if the agile team had already identified and resolved the problem
weeks ago. It's an overreaction to the issue.

D. Formally raised a change request to provide similar translated

material both for the agile and waterfall teams: While formal change
requests are essential for certain changes in project management, in an
agile environment, teams are encouraged to collaborate and make
necessary adjustments without formalities whenever possible. Raising a
change request may be seen as excessive bureaucracy in this context.

Option C emphasizes the agile practice of using information radiators to

make crucial information visible, which is a proactive way to prevent
misunderstandings and issues before they impact the project.

 Link to new ECO: Domain 2, Task 13: Determine appropriate project

methodology/methods and practices
 Link to Agile Practice Guide: Pg. 105 - Information Radiators
Question 55:
Skipped
A new regulation has mandated both the 'date of packaging' and the 'date of
expiry' on a label. However, the company’s current packaging design is too
small to fit the information.

The regulatory agencies do not provide a solution, so the agile team

proposes a solution to display the information on a secondary flap within the
product packaging. The start of full-scale production of the product package
is a critical milestone and is due to start in 2 weeks.

What should the agile team do first?

 Update the sprint backlog to reflect the additional product

label requirement
 Contact the legal compliance team to confirm the validity of
the selected design

(Correct)

 Request approval from the steering committee to proceed with

the change
 Develop a prototype and submit it to the label manufacturer
for approval
Explanation
Option B is the correct answer, and here's why:

B. Contact the legal compliance team to confirm the validity of the

selected design: In this scenario, the agile team has proposed a solution to
address a regulatory requirement that affects the packaging design. It's
crucial to ensure that the selected design aligns with legal compliance and
regulatory standards. Contacting the legal compliance team first is the most
appropriate step to confirm that the proposed solution complies with the
regulations. This step helps avoid potential legal issues and delays in the
project.

Now, let's explain why the other options are incorrect:

A. Update the sprint backlog to reflect the additional product label

requirement: While updating the sprint backlog is a valid action in agile
projects, it is not the first step in this situation. Addressing legal compliance
and regulatory requirements should come before updating the sprint
backlog, as non-compliance could result in major project setbacks.

C. Request approval from the steering committee to proceed with

the change: While obtaining approval from the steering committee may be
necessary for significant project changes, it's not the first step. It's important
to confirm the legality of the design with the legal compliance team before
escalating the issue to higher management.

D. Develop a prototype and submit it to the label manufacturer for

approval: Developing a prototype and submitting it for approval is
premature before confirming the legality of the design with the legal
compliance team. Legal compliance should be the initial step.
In agile projects, addressing regulatory and legal compliance is a
fundamental consideration, and it's essential to consult the relevant legal
experts or teams to ensure adherence to the rules and regulations.

 Link to new ECO: Domain 3, Task 1: Plan and manage project

compliance
 Link to Process Group Practice Guide: Compliance and Quality Control -
Pg. 179-181
Question 56:
Skipped
Arrange the personality traits (A B, C, D) of your project team members with
their MBTI personality indicator classifications (1, 2, 3, 4) in the table below.

(Note: In your PMP Exam, you will be asked to perform this matching using
the drag & drop feature on the exam interface)

 A-1, B-3, C-4, D-2

(Correct)

 A-1, B-3, C-2, D-4

 A-4, B-2, C-3, D-1
 A-2, B-1. C-4, D-3
Explanation
Option 1. A-1, B-3, C-4, D-2. Domain 1, Task 14: Promote team performance
through the application of emotional intelligence. Check the MBTI Personality
Types Infographic here (Courtesy: Wikimedia)

Question 57:
Skipped
You as the Scrum Master for an Agile-led project are facing difficulty to make
your team members update the lessons learned register. Your team
members are definitely busy at this stage of the project. They mention not
having enough time as the key reason for not being able to update the
lessons learned register. How should you respond?
 Bring in an external resource to collect the lessons learned to
help reduce the burden on the project team
 Require submission of lessons learned documentation after
each project deliverable is accepted by the customer
 File a change request to the PMO to change how often lessons
learned are collected
 Ensure an agenda item for discussion of lessons learned from
project activities as part of all project meetings

(Correct)

Explanation
Option D: Ensure an agenda item for discussion of lessons learned from
project activities as part of all project meetings. That way you structurally
integrate the collation of lessons learned as part of the meeting itself. Your
team members do not need to find separate time to sit & update it. Doing it
in a meeting is even better because you have most of your team members
and it’s the perfect forum to capture collective suggestions and learnings.

(Option A) Bringing an external resource will take the accountability of

lessons learned away from the team. Also, it would be difficult for the
external person to consolidate lessons learned through second-hand
information. (Option B) Requiring to submit lessons learned documentation
after each project deliverable is accepted by the customer will increase the
load even more & will worsen the situation.

(Option C) Changing standards (frequency of lessons learnt) of your

organization's PMO for your project team (basis the need of a single project)
is too far-fetched and will not provide a good image of you & your team to
the PMO. Hence, you don’t want to do that as well.

 Link to new ECO: Domain 1, Task 3: Support team performance

 Link to Process Group Practice Guide: Lessons Learned - Pg. 332
Question 58:
Skipped
Georgina as a product owner experiences that a trend of stories is
incomplete, and this becomes apparent at the end of an iteration. Upon
investigation, Georgina finds out that several team members worked on
these stories and no blockers were reported or identified. How could
Georgina resolve this?
 Put the stories in the blocked column and work with the scrum
master to remove impediments
 Work with the team to further break down the stories in the
backlog and update the Definition of Ready

(Correct)

 Use the next iteration for a team spike to determine the

feasibility of completing the stories
 Put the stories in the backlog list and consider them during a
less intensive iteration
Explanation
Option B: Work with the team to further break down the stories in the
backlog and update the Definition of Ready. When stories cannot be
completed within one iteration, it is typically because the story is not broken
down into small enough goals. In the Scrum agile framework, ‘Definition of
Ready’ describes the requirements that must be met in order for a story to
move from the backlog to development.
Definition of Ready (DoR) is a concept in Agile project management,
particularly in Scrum, used to ensure that product backlog items (user stories
or tasks) are well-prepared and ready to be taken up by the development
team in a sprint. The DoR serves as a checklist of criteria that a user story or
backlog item must meet before it can be pulled into a sprint for
implementation. It helps prevent any ambiguities or unrefined work from
entering the sprint and interrupting the development flow.

The specific criteria in a Definition of Ready can vary from one team to
another but generally include aspects like:

1. Clearly defined and understood user story or task.

2. Acceptance criteria are well-documented and agreed upon.

3. Dependencies or prerequisites are identified and addressed.

4. The product owner has reviewed and approved the item.

5. The team understands the business value of the item.

6. Any necessary design or architectural work is done.

7. Necessary resources and environments are available.

The purpose of a DoR is to promote clear communication and collaboration

within the team and with stakeholders, to ensure that everyone is on the
same page regarding what work is expected and how it will be delivered. By
defining these criteria, teams can reduce disruptions during the sprint and
increase their efficiency in delivering potentially shippable product
increments. It is essential for improving the agility and predictability of the
development process in Agile projects.

Option A: Putting the stories in the blocked column and working with the
scrum master to remove impediments disregard the team involvement and
hence, is not a preferred route.

Option C: A spike story in Agile is a user story that needs more information
so the team can estimate how long the story will take to complete. Agile
teams typically have a set amount of time outlined for spikes, which is why
spike stories are often referred to as time-boxed investigations. Resorting to
this option does not solve the problem from the root, because: even if the
team does consider the story in the spike if the full scope (definition of
ready) is not clear, the same results would be found.
Option D: Putting the stories in the backlog list and considering them during
a less intensive iteration is NOT good since that trend of stories may contain
some critical activities which can potentially delay the project.

 Link to new ECO: Domain 1, Task 10: Build a shared understanding

 Link to Agile Practice Guide: DoR and DoD - Pg. 151
Question 59:
Skipped
Rachel is a project manager leading a data cabling upgrade project for a
telecom company. She is developing the project charter and she needs to
get approval from the Communications Manager, Finance Controller, and
Cyber Security Manager. All 3 of them are key stakeholders in the project.

However, each one of them has a different vision regarding the project vision
& its end goal. How should Rachel go about getting the approval for all 3 of
them for the project charter?

 Perform a stakeholder analysis

 Use conflict resolution techniques

(Correct)

 Call a project kick-off meeting

 Inform the PMO and ask for intervention
Explanation
The correct answer is B. Use conflict resolution techniques.

Here's why:

1. Perform a stakeholder analysis (Option A): While stakeholder

analysis is an essential step in project management, it is typically done at
the beginning of the project to identify stakeholders and understand their
interests and concerns. It's not a conflict resolution technique. It doesn't
directly address the conflicting visions of key stakeholders.

2. Call a project kick-off meeting (Option C): A project kick-off meeting

is generally held at the beginning of a project to introduce stakeholders to
the project, its goals, roles, and responsibilities. While it's an important
project management activity, it may not necessarily resolve conflicts among
stakeholders. It's more about setting the stage for the project.
3. Inform the PMO and ask for intervention (Option D): Involving the
Project Management Office (PMO) might be necessary in some situations, but
it's generally not the first step to take when you encounter conflicts among
key stakeholders. It's more of an escalation step and should be reserved for
more serious disputes or issues that can't be resolved at the project level.

Using conflict resolution techniques (Option B) is the most appropriate

immediate action when key stakeholders have conflicting visions for the
project. Rachel should facilitate discussions, negotiation, and communication
to align the stakeholders' perspectives and find a common ground. Conflict
resolution techniques can help in reaching a consensus and moving forward
with the project charter approval.

Link to new ECO: Domain 1, Task 2: Lead a Team (Servant Leadership). I

would also recommend you to watch the tutorial video on Servant
Leadership from my YouTube channel here: https://youtu.be/4Oa7oADVtsU

Link to PMBOK 7th Edition: Section 2.2.1.2 - Distributed management and

leadership

Question 60:
Skipped
You are leading a sprint review meeting for an agile project. The morale of
your team members is low because the project team has suffered quite a few
attritions over the last week. During the meeting, one of your team members
addresses the Product Owner in a disrespectful manner. Which of the
following actions should you take as the Scrum Master? (Choose TWO
OPTIONS)

This is the final question for Set-1.

Please remember to review your responses at the end of the test by using
the REVIEW QUESTIONS option at the end of the test on the RESULTS
SCREEN.

On the results screen, you can review your performance by KNOWLEDGE

AREA as well.
Remember, the key to a good preparation is analysing your practice test
responses and correcting your gaps accordingly. This is a key part of your
learning process which will enable you to reflect upon your competency and
refine your understanding of specific areas within the syllabus.

I am certain that if you follow these steps, you will be able to ace the PMP
Exam with confidence!

A kind review and positive rating for this course would be very much
appreciated :)

Now, all the best with with your question 'review & analysis' exercise!

 Remind the team about the Product Owners responsibilities

and authorities
 Calm all of the team members by calling on their emotional
quotient
 Ask the team member who behaved disrespectfully to leave
the meeting
 Facilitate by asking the team to resolve the points of dispute

(Correct)

 Intervene by providing a couple of uninterrupted minutes for

each person to present their case

(Correct)

Explanation
Correct: Option 4, 5. The scrum master should address this conflict
situation with a collaborative approach as per the servant leadership
principles.

Incorrect Options:

Option 1. Reminding the team about the Product Owner's responsibilities

and authorities is a force/direct approach and should be avoided as a servant
leader.

Option 2. Calm all of the team members by calling on their emotional

quotient. If you only calm & placate, you may NOT reach a win-win solution,
which is the goal of conflict resolution.

Option 3. Asking the team member who behaved disrespectfully to leave

the meeting, is again a force/direct approach and should be avoided as a
servant leader.
Facilitating by asking the team to resolve the points of dispute, is in line with
collaborative conflict resolution techniques and hence is a correct choice.

Intervene by providing a couple of uninterrupted minutes for each person to

present their case is also a correct choice because here you are first
ensuring that all viewpoints are expressed, and also inviting suggestions on
how to resolve the dispute.

 Link to new ECO: Domain 1, Task 1: Manage Conflict

 Link to PMBOK 7th Edition - Section 2.2.1.2 - Distributed management
and leadership