Question # 1 The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project What tools can be used to provide this information?
A. A release burndown chart
B. Analysis of the business requirements document
C. Story points for the remaining user stories
D. Surrogate measurements
Click for Answer
A. A release burndown chart
Answer Description Explanation A release burndown chart is a tool that shows the amount of work remaining in a project over time, based on the estimated effort and the actual progress of the team. It can help the project manager and the steering committee to monitor the project performance, identify any deviations from the plan, and adjust the scope, schedule, or resources accordingly. A release burndown chart can also provide an indication of the time remaining on a medium-sized project by comparing the ideal and the actual burndown lines, and projecting the completion date based on the current velocity and the remaining work. A release burndown chart is especially useful for agile projects that work in short iterations, as it can reflect the changes in the backlog and the scope due to feedback, reprioritization, or new requirements.
References: PMBOK Guide, Sixth Edition, Chapter 6, Section 6.7.2.1 What is a Burndown Chart? by Agile Alliance Burndown Chart: What it is, How to Use it, Example by Asana Burnup Chart - Sprint & Release Tracking by Tech Agilist
Question # 2 An engineer working on a project team has tasks that require an additional skill that the engineer does not have a designer on the team is experienced with this skill from previous jobs and is willing to teach this skill even though it is not part of the current work What should the project manager do?
A. Escalate the situation to the engineer's manager
B. Request external training for the engineer
C. Request external training for the engineer and designer
D. Allow the engineer and designer to cross-train with each other
Click for Answer
D. Allow the engineer and designer to cross-train with each other
Answer Description Explanation
Cross-training is a technique that allows team members to share and learn skills from each other. It can enhance team performance, increase flexibility, and reduce risks related to staff turnover or unavailability. It can also improve team cohesion and collaboration. In this scenario, the project manager should allow the engineer and designer to cross-train with each other, as this would benefit both the project and the individuals. The engineer would learn a new skill that is required for the tasks, and the designer would reinforce their existing skill by teaching it. This would also save time and money compared to external training options. Escalating the situation to the engineer’s manager, requesting external training for the engineer, or requesting external training for both the engineer and the designer are not the best choices, as they would not leverage the existing resources and expertise within the team.
Question # 3 A project manager is tracking a project, but a key stakeholder will not accept the project's key performance indicator (KPI) results Which tool or technique should the project manager use?
A. Autocratic decision making
B. Expert judgment
C. Context diagram
D. Change control tools
Click for Answer
Answer Description Explanation:
According to the PMBOK Guide, a context diagram is a visual representation of the product scope, showing a business system (process, equipment, computer system, etc.), and how people and other systems (actors) interact with it. A context diagram can help the project manager and the key stakeholder to understand the project’s key performance indicators (KPIs) and how they relate to the project objectives, scope, and deliverables. A context diagram can also help to identify the sources of data for the KPIs, the frequency of measurement, and the reporting format. A context diagram can facilitate communication and collaboration between the project manager and the key stakeholder, and help to resolve any issues or disagreements regarding the project’s KPIs. Autocratic decision making, expert judgment, and change control tools are not appropriate tools or techniques for this situation, as they do not address the root cause of the stakeholder’s dissatisfaction with the project’s KPIs, and may create more conflict or resistance.
References: PMBOK Guide, Sixth Edition, pages 154-155, 176; PMI-PBA Guide, First Edition, pages 97-98, 102
Question # 4 In a hybrid project, 100 new base stations are being added to a 4G mobile network every month. At the end of the first month, the team is behind the target and the operator is losing money. The stakeholders are requesting information on when the base stations can go live and begin to bill. What should the project manager do to take the schedule back and accelerate the return on investment (ROI) of the project?
A. Change the project approach to predictive.
B. Increase reporting to the business.
C. Clarify the agile and predictive modules.
D. Reconsider necessary schedule reserves.
Click for Answer
D. Reconsider necessary schedule reserves.
Answer Description Explanation
Schedule reserves are the amount of time allocated for unforeseen risks or delays in a project. They are usually calculated based on the level of uncertainty and complexity of the project. In a hybrid project, where both agile and predictive approaches are used, the project manager should reconsider the necessary schedule reserves based on the progress and performance of each module. By doing so, the project manager can identify the critical path, prioritize the work, and adjust the schedule accordingly. This can help to take the schedule back and accelerate the ROI of the project.
Question # 5 A project team has recently completed the initial sprint for developing an automated payroll system for a company The project manager has scheduled a sprint planning meeting with the product owner and team members to discuss which features should be worked on next.
Which two pieces of information does the project manager need in order to make this meeting productive and effective? (Choose two)
A. Sprint charter
B. Burndown chart
C. Company mission and vision
D. Product backlog
E. Sprint goal
Click for Answer
D. Product backlog
E. Sprint goal
Answer Description A sprint planning meeting is an event in scrum that kicks off the sprint. The purpose of sprint planning is to define what can be delivered in the sprint and how that work will be achieved. Sprint planning is done in collaboration with the whole scrum team1.
Sprint planning addresses the following topics1:
Topic One: Why is this Sprint valuable? The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning.
Topic Two: What can be Done this Sprint? Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence. Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts.
Topic Three: How will the chosen work get done? For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value.
The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint Backlog1.
Therefore, the two pieces of information that the project manager needs in order to make the sprint planning meeting productive and effective are the Product Backlog and the Sprint Goal. The Product Backlog is the source of the work items that the Developers will select and commit to deliver in the Sprint. The Sprint Goal is the outcome that the Scrum Team wants to achieve in the Sprint and that guides their work.
The other options are not essential for the sprint planning meeting. A Sprint Charter is not a scrum artifact and is not required for sprint planning. A Burndown Chart is a tool to track the progress of the Sprint, but it is not needed for planning the Sprint. The Company Mission and Vision are important for the overall product strategy, but they are not specific enough for the Sprint planning.
References: 1: What is Sprint Planning? | Scrum.org
Question # 6 A project manager is assigned to a new water treatment plant project that has been delayed for many years. It is revealed in the project charter that the sponsors of this project are from three different business units. This is the first time the sponsors have ever implemented such a project. What should the project manager do?
A. Establish mentoring and coaching sessions.
B. Review the knowledge repository for similar projects.
C. Schedule the project kick-off meeting immediately.
D. Meet with the project sponsors to align expectations
Click for Answer
D. Meet with the project sponsors to align expectations
Answer Description Explanation
Meeting with the project sponsors to align expectations is a crucial step for the project manager to ensure that the project objectives, scope, deliverables, risks, assumptions, and constraints are clear and agreed upon by all the stakeholders. This will also help to establish trust, communication, and collaboration among the sponsors who are from different business units and have different interests and perspectives. The project manager should also review the project charter and the stakeholder register to identify the roles, responsibilities, and expectations of the sponsors and other key stakeholders. Establishing mentoring and coaching sessions, reviewing the knowledge repository for similar projects, and scheduling the project kick-off meeting are all important activities, but they are not the first thing that the project manager should do in this situation.
Question # 7 A geographically distributed project team has development issues between the collocated and virtual teams causing productivity to decrease. What should the project manager do to address this issue?
A. Force the team members to work from one location
B. Develop protocols for resolving conflicts between team members
C. Obtain special expertise to advise the team members
D. Set up face-to-face meetings with project team members
Click for Answer
B. Develop protocols for resolving conflicts between team members
Answer Description According to the PMBOK Guide, one of the tools and techniques for managing team resources is ground rules. Ground rules are the standards of behavior that the team members agree to follow while working on the project. They can include topics such as communication, decision making, conflict resolution, meeting etiquette, and so on. Ground rules help to establish a common understanding and expectations among the team members, especially when they are geographically distributed and have different cultural backgrounds.
Developing protocols for resolving conflicts between team members is an example of setting ground rules that can help to address the development issues and improve productivity. Forcing the team members to work from one location, obtaining special expertise, or setting up face-to-face meetings are not the best options, as they may not address the root cause of the problem, may be impractical or costly, or may create more conflicts. References: PMBOK Guide, 6th edition, page 336.
Question # 8 A project manager invites the company CEO, sponsor, team members, and an external client representative to a meeting to review the project management plan. The project manager starts to present the budget but the CEO suddenly asks to end the meeting
What should the project manager have done to avoid this situation?
A. Reviewed the communications management plan before inviting an external client representative to the meeting
B. Reviewed the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting
C. Performed a root cause analysis with the external client representative and documented the findings in the lessons learned register
D. Sent the presentation slides to internal participants first and then to the external client representative prior to the meeting
Click for Answer
A. Reviewed the communications management plan before inviting an external client representative to the meeting
Answer Description Explanation
The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. It also defines the communication requirements, methods, and channels for different stakeholders, as well as the confidentiality and security levels of the information to be shared. The project manager should have reviewed the communications management plan before inviting an external client representative to the meeting, to ensure that the information presented was appropriate and authorized for external disclosure. The project manager should also have obtained the approval of the project sponsor and the CEO before sharing any sensitive or confidential information with the external client representative. By not reviewing the communications management plan, the project manager may have violated the communication policies and protocols of the organization, and potentially compromised the project’s budget, scope, quality, or schedule. This could have caused the CEO to end the meeting abruptly, to avoid further disclosure of information that could harm the project or the organization. The other options are not the best choices because they do not address the root cause of the situation, which is the lack of review of the communications management plan. Reviewing the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting (option B) may be a good practice, but it does not ensure that the information shared with the external client representative is appropriate and authorized. Performing a root cause analysis with the external client representative and documenting the findings in the lessons learned register (option C) may be useful after the situation has occurred, but it does not prevent the situation from happening in the first place. Sending the presentation slides to internal participants first and then to the external client representative prior to the meeting (option D) may also be a good practice, but it does not guarantee that the information in the slides is suitable and approved for external communication.
References:
Project Management Professional (PMP) Reference Materials: A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 10: Project Communications Management, pp. 361-411 Project Communication Management According to the PMBOK
Professional in Business Analysis (PBA) Reference Materials: Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning Business Analysis Work, pp. 59-60 Effective Project Communication Plan Template: TeamGantt
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