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Quiz Session - Attempts With Random Questions

PMI PMP Exam Questions

Page 3 of 56

41.

Scout wants to gauge the Agile team's performance by measuring its velocity. What metric evaluation technique is best for Scout to use?

  • Number of user story points completed per iteration 

  • Number of user story points completed per month

  • Number of user story points estimated per iteration

  • Number of user story points completed per hour

Correct answer: Number of user story points completed per iteration

The sum of the story points' sizes completed during an iteration calculates the velocity of progress. Story points are used to calculate velocity by iteration.

Although using another timeframe like days, months, or hours could work to give an overview of velocity on different scales, iterations are the units commonly used in Agile Methodologies for velocity reporting and forecast.

Estimated story points won't give information on actual team velocity.

42.

Trent is managing a project and has included a chat feature as a means to collaborate on the daily deliverables. During the first couple of weeks, team members were professional with the chat by discussing project-related tasks. About the third week, discussions on topics that were outside the scope of work began happening, which caused a lot of distraction.

What is Trent's best course of action?

  • Issue a separate chat channel for non-work-related discussions.

  • Allow the team chats to continue and encourage the conversations.

  • Weekly meetings for work-related conversations.

  • Talk to the project sponsor.

Correct answer: Issue a separate chat channel for non-work-related discussions.

There needs to be a healthy balance between keeping things professional and integrating some type of team building. The project manager will maintain this balance by creating a work-related channel separate from the team-building channel.

Allowing and encouraging the conversations could lead to more distractions which could become a risk to the project's overall health.

All meetings should provide project value.

The severity of this issue is not big enough yet to escalate to the sponsor. Trent can mitigate the risk by creating a separate channel for off-topic conversations.

43.

Chase is leading a team working on a software development project. The project sponsor asks him to send the project document that was presented during last week's status meeting. The sponsor says he forgot which file it was, but remembers that it listed the requirement description, business need, owner, priorities, and WBS deliverables that relate to the requirements. Which project document did Chase present in the status meeting?

  • Requirements traceability matrix

  • Scope management plan

  • Work breakdown structure

  • Requirements management plan

Correct answer: Requirements traceability matrix

The requirements traceability matrix is a chart that links the requirements from their origins to the deliverables that satisfy the related deliverables.

A scope management plan does not trace requirements and related items.

A work breakdown structure is a decomposition of the entire scope of work.

A requirements management plan is the overall plan, not an individual document.

44.

Kai, who is an Agile coach, notices that the team is not as engaged as expected in the daily standup meetings. He sees team members being on their phones, falling asleep, or talking to each other. What is the best course of action for Kai to take?

  • Tailor the daily standups approach

  • Cancel the standup meetings

  • Mention this in the next meeting

  • Get rid of the members who are not engaged

Correct answer: Tailor the daily standups approach

There are several ways to tailor the daily standups such as implementing feedback loops, addressing team members' skills and needs, evaluating the meeting duration, and empowering the team by sharing wins throughout the project. Having a team engaged will increase its performance and improve the quality of the deliverables.

"Cancel the standup meetings" is incorrect. Daily standups are a useful tool in Agile environments to improve the team's collaboration and accountability.

"Mention this in the next meeting" and "Get rid of the members who are not engaged" are incorrect. Most of the time, a team is disengaged because of the approach the project manager is using. It is project manager's responsibility to improve the methodology.

45.

In the early stages of a project, the project manager discovers that a team member lacks the qualifications they initially claimed during the hiring process, posing a substantial risk due to skill gaps and eroded trust. The project manager is planning to terminate this team member's employment and seek a replacement. He wants to consult HR management policies to guide him in the right direction. Where should the project manager look?

  • Review the enterprise environmental factors

  • Review the resource management plan

  • Consult the team charter

  • Consult the team member's functional manager

Correct answer: Review the enterprise environmental factors

Enterprise environmental factors encompass various business aspects, such as the organization's human resource management policies related to employment decisions. The initial step should involve a review of these policies to determine the appropriate course of action.

Checking the resource management plan wouldn't offer guidance on team member termination and replacement.

Similarly, referring to the team charter wouldn't provide insights into the proper procedures for hiring and firing.

While consulting the team's functional manager might be beneficial, that should ideally occur after obtaining a clear understanding of the enterprise environmental factors, specifically the human resource management policies.

46.

Tom is working on an Agile project team to re-engineer processes within the department with a mandate to achieve a 5% efficiency improvement. Joe is an Agile coach working in the same department. Tom decides to seek out some advice from Joe regarding the project and embrace an Agile mindset. Which of the following questions will NOT help Tom with embracing an Agile mindset?

  • What controls can be put in place to ensure the team delivers the 5% efficiency mandate?

  • What can the team deliver quickly to obtain early feedback and benefit the next delivery cycle?

  • How can I help the project team embrace the adaptive or Agile practices?

  • How can the servant leadership approach benefit the achievement of the team's goals?

Correct answer: What controls can be put in place to ensure the team delivers the 5% efficiency mandate?

Managing a project using an adaptive or Agile approach requires the team to adopt an Agile mindset. Trying to control the teams' output or delivery does not support an adaptive mindset. Rather, the team should be allowed to deliver the efficiency improvements and appropriate support should be provided to the team.

Quick delivery and feedback could greatly improve the team's speed and efficiency.

Both management and team members should adopt an Agile mindset and practices.

Servant leadership is greatly encouraged in Agile frameworks.

47.

In an agile project environment, the project manager is reviewing a chart that displays the team's productivity measured by the amount of work completed in each sprint. This chart aids in assessing team performance over time and planning future iterations. What type of chart is being reviewed?

  • Velocity Chart

  • Progress Report Chart

  • Sprint Burndown Chart

  • Performance Analysis Chart

Correct answer: Velocity Chart

The 'Velocity Chart' is used in agile project management to measure the team's productivity by the amount of work completed in each sprint or iteration. The project manager's review of this chart to assess team performance and plan future sprints aligns with the purpose of a Velocity Chart. It provides valuable insights into the team’s capacity and helps in effective sprint planning.

The 'Progress Report Chart' is incorrect because it provides a snapshot of project progress rather than measuring team productivity across sprints. 

The 'Sprint Burndown Chart' tracks remaining work within a sprint but does not measure overall productivity over time. 

The 'Performance Analysis Chart' could analyze various performance aspects but is not specifically focused on tracking sprint productivity.

48.

To provide stakeholders with a real-time overview of the project's status, a project manager implements a tool that visually represents critical metrics such as milestone completion, resource utilization, and issue tracking. This tool, effective for quick and comprehensive project status review, is called a:

  • Dashboard

  • Progress report

  • Status board

  • Performance graph

Correct answer: Dashboard

A dashboard is a tool used in project management to provide a real-time visual representation of critical project metrics. It includes information on milestone completion, resource utilization, and issue tracking, making it an effective tool for stakeholders to review the project's status quickly and comprehensively.

The 'Progress report' is incorrect because it provides periodic updates rather than a real-time, visual overview. 

The 'Status board' may display project information but lacks the dynamic, interactive features of a dashboard. 

The 'Performance graph' focuses on individual data points and does not offer a comprehensive overview of critical metrics. 

The correct answer, 'Dashboard,' is a tool that provides stakeholders with a real-time, visual representation of key project metrics, allowing for quick and comprehensive status reviews.

49.

There is a group of stakeholders you need to get some critical information from so agreements about project objectives can be made. It is important to maintain trust with these key stakeholders and support their trust in you as the project manager.

Which of the following interpersonal and team skills should you use?

  • Influencing

  • Negotiating

  • Team building

  • Motivation

Correct answer: Influencing

Influencing is correct because it facilitates the retrieval of relevant information to address issues and reach agreements. The question mentions getting information and reaching agreements as goals. It also mentions maintaining mutual trust, which is a key feature of influencing.

Negotiating is used to reach a consensus and can build team trust, but is not focused on gathering information.

Team building enhances a team's cohesive collaboration through activities.

Motivation provides a reason for someone to take an action.

50.

You are in project execution, and it has been brought up that various key stakeholders are not following the updates on project development. They point out that the information is irrelevant and too lengthy for them. They ignore the key action items and place the project behind schedule. What is the BEST possible choice of what caused this problem?

  • Sending the same version of the report to all key stakeholders

  • Not including relevant information in the report

  • Not emailing the report prior to meetings

  • Not inviting relevant stakeholders to the meeting

Correct answer: Sending the same version of the report to all key stakeholders

The information being disseminated to the stakeholders must be tailored specifically to their level of power and interest. The details of message conveyance should be captured in the communications management plan. Sending the same report to all stakeholders was the issue that caused the disconnect.

"Not including relevant information in the report" is incorrect. The key stakeholders may see the information as irrelevant because is too lengthy. Key stakeholders only need key and on-point information.

"Not emailing the report prior to meetings" is incorrect. In this scenario, the stakeholders have received the report.

"Not inviting relevant stakeholders to the meeting" is incorrect. There is no mention of a meeting.

51.

You carefully kept track of variance analysis metrics during your latest app development project. It was completed last week and the final documentation was filed this morning.

What is the schedule variance (SV) now that the project is complete?

  • 0

  • Same as EV

  • Same as PV

  • Negative

Correct answer: 0

When a project is complete, the schedule variance is zero because all the planned values (PV) have been earned (EV). There is no variance to measure.

At completion:

EV = PV

SV = EV - PV = 0

52.

The Project Procurement Management process involves agreements between two parties: a seller and a buyer. For large projects that may use an adaptive approach, the two parties need to sign which of the following?

  • Master Services Agreement

  • Strategic Partnership Agreement

  • Non-Disclosure Agreement

  • Memorandum of Understanding

Correct answer: Master Services Agreement

When an adaptive approach is used on large-scale projects where the scope cannot be fully defined at the beginning of the project, a Master Services Agreement (MSA) can be put in place to serve as the governing agreement.

A Strategic Partnership Agreement is put in place when the project team is formed across different organizations.

A Non-Disclosure Agreement is signed to ensure sensitive information is kept within the boundaries of the project and organization.

A Memorandum of Understanding is a preliminary agreement to establish the general terms of a more formal agreement, such as a contract or a joint venture agreement.

53.

On her way back from a meeting, Judy is stopped by a team member in the hallway and told that he needs her help. He explains a problem he is having with an external group. Since Judy is very busy, she checks emails on her phone as he talks to her. Later the same day, a key stakeholder emails Judy with a list of suggestions and follow-ups from a meeting they had earlier in the week. She responds with "yeah, got it". Which of the following BEST describes what Judy could improve on to help with each of these situations?

  • Communication

  • Prioritization

  • Efficiency

  • Influence

Correct answer: Communication

Communication is correct because, in both situations, better and more effective communication could have helped. When her team member is explaining his problem, Judy checks emails and exhibits nonverbal communication that might indicate the team member's concern is unimportant. When she responded to the stakeholder's lengthy email with a short, slangy reply without capitalization or punctuation, she showed poor written communication and engagement.

"Prioritization" is incorrect because, although she could have better prioritized her team member's face-to-face conversation, communication is the common thread in both situations.

"Efficiency" and "Influence" are incorrect because there was no real communication from Judy that could be more efficient or influential.

54.

You are leading a team on a project that is directing and managing the project work. Jeremy is new to the team and asks you what a project deliverable is. Which of the following options is the BEST answer?

  • Something that is produced to complete the project

  • All items consumed in the project during the execution

  • A product purchased according to the procurement plan

  • Goods that are delivered and signed for at the shipping dock

Correct answer: Something that is produced to complete the project

Project deliverables are outputs from the Direct and Manage Project process and are defined as a result, product, or capability produced and provided to complete the project.

A product purchased according to the procurement plan and the goods delivered to the shipping dock are items obtained to complete the project.

All items consumed in the project during the execution are consumables of the project.

55.

George has just been assigned to a new project and is looking through the WBS (Work Breakdown Structure) dictionary to get familiar with the project. Which of the following is he going to find in the WBS dictionary?

  • Code of account identifier

  • Examples of project components

  • Product descriptions

  • Revenue forecasts

Correct answer: Code of account identifier

Revenue forecasts, product descriptions, and examples of project components are not contained in the WBS Dictionary. The WBS dictionary is developed during project planning and contains data about the WBS components. It contains the code of account identifier, among other things, which is used for the unique identification of the WBS components. The WBS includes:

  • Code of account identifier
  • Description of work
  • Assumptions and constraints
  • Responsible organization
  • Schedule milestones
  • Associated schedule activities
  • Resources required
  • Cost estimates
  • Quality requirements
  • Acceptance criteria
  • Technical references
  • Agreement information

56.

While talking with your team, you remember project processes fall into three categories, two of which are processes used at predefined points and processes performed continuously. What is the third process?

  • Processes performed periodically

  • Used for resource management plan only

  • Used at the closing of every phase

  • Not used at all

Correct answer: Processes performed periodically

Project processes fall into three categories: processes used at predefined points, processes performed continuously, and processes performed periodically. For example, adaptive approaches will define activities continuously throughout projects. Monitoring and controlling also occur continuously throughout a project.

Not used at all, resource management, and closing are not process categories.

57.

You have a stakeholder in your project who is very passionate about the product that is being developed. He is very interested in the project. However, he is not the project sponsor or part of the sponsor's department and, therefore, has little authority over the project. What is the best way to keep this stakeholder happy?

  • Keep the stakeholder informed

  • Keep the stakeholder satisfied

  • Monitor the stakeholder

  • Manage the stakeholder closely

Correct answer: Keep the stakeholder informed

In this case, the stakeholder has a high interest but low power in the project and should merely be kept informed of the project's progress.

"Keep the stakeholder satisfied" is not correct. This is the final goal. The question is how to achieve the stakeholder's satisfaction.

"Monitor the stakeholder" is not correct. The stakeholder doesn't have responsibilities in this project. Therefore, there's no need to monitor him.

"Manage the stakeholder closely" is not correct. The stakeholder doesn't have the power to make decisions. There is no need to manage him.

58.

Marco, an engineer, is assigned to two project teams. The first is producing updates to an existing product and the second is creating a new product scheduled to launch in 6 months. Each project requires meetings and dedicated working hours, which has led to scheduling conflicts on Marco's calendar next week as well as some lost time this week due to the logistics of working with multiple teams in different parts of his organization's campus. Which of the following BEST describes the reason behind the challenges he is experiencing?

  • Multitasking

  • Dedication 

  • Follow-the-sun

  • Organizational silos

Correct answer: Multitasking

Multitasking requires that attention and effort be directed to more than one team or project. This can cause lost time because of context/task switching as well as lower throughput because of partial capacity given to each assignment.

Dedication is what Marco needs, not what he is experiencing.

Follow-the-sun is a development process in which one team finishes for the day and hands off their work to another site for continued work.

Organizational silos describe isolation in departments or people within an organization when information and experience are not shared.

59.

An external auditor had conducted a quality audit of the most recent batch of deliverables. The findings were documented and shared with the relevant stakeholders. Some deficiencies were identified and plans have been generated to correct them.

Which of the following should be an outcome of the implementation of those plans?

  • Reduced cost of quality and increase in sponsor or customer acceptance of the product

  • Identification of all best practices being used

  • Identification of nonconformity, gaps, and shortcomings

  • Sharing good practices implemented in similar projects in the organization

Correct answer: Reduced cost of quality and increase in sponsor or customer acceptance of the product

The question asks about the outcome of the plans to correct the deficiencies, not the outcome of the quality audit itself. Reduced cost of quality and an increase in sponsor or customer acceptance of the product should be the result of any efforts to correct deficiencies found during a quality audit, regardless of whether the audits were performed by internal or external auditors.

While identifying best practices is important, it is not the primary outcome of a quality audit. The focus of the audit is on identifying deficiencies and implementing corrective actions to improve the quality of the deliverables.

Identification of nonconformity, gaps, and shortcomings is one of the objectives of a quality audit, but it is not the only outcome. The ultimate goal is to improve the quality of the deliverables and increase sponsor or customer acceptance.

While sharing good practices is important, it is not the primary outcome of a quality audit.

60.

A telecom company in the United States is setting anticipatory business objectives around new technologies being introduced in Europe. Which of the following enterprise environmental factors that affect their decision-making is not internal to the company?

  • Marketplace conditions

  • Organizational governance

  • Employee capability

  • Resource availability

Correct answer: Marketplace conditions

"Marketplace conditions" is correct because they exist outside the organization. These conditions include things like competitors, market share, brand recognition, and trademarks.

Organizational governance, employee capability, and resource availability are all factors internal to the organization.

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