Agile Project Management Practices, Exams of Medicine

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PMP Exam- Process Part 7 Question

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The burnup and burndown charts are tools used by Scrum teams to get an overview of a sprint's work development. Both charts are primarily used for: A. Identifying technical issues B. Tracking project progress C. Project retrospective D. Sprint planning - B. Tracking project progress Explanation : Burnup and burndown charts are tools used by Scrum teams to track project progress and get an overview of a sprint's work development.

A project manager is implementing an internal design project. She needs a driller with a rental cost of $25 per day, which she finds quite high. Since she will be using it for a long duration, a team member suggests buying a driller for $500. What is the minimum number of rental days before it becomes more advantageous to buy a driller? A. 2 B. 5 C. 10 D. 20 - D. 20 Explanation : The minimum number of rental days is calculated by dividing the cost of the driller by the daily rental cost and rounding up to the nearest whole number. In this case, $500 divided by $25 per day is 20

days. Therefore, if the project manager needs the driller for more than 20 days, it is more advantageous to buy it.

A project manager is assigned to lead a new project that requires applying a hybrid development approach. Therefore, management enrolled the project manager in training to help them learn how to combine agile principles with predictive techniques. Which aspect of the PMI talent triangle does this training target? A. Business Acumen B. Power Skills C. Working Methods D. Ways of thinking - C. Working Methods Explanation : The training targets working methods because it aims to teach the project manager how to combine agile principles with predictive techniques, which are two different approaches to project development.

In order to predict the project's future performance based on its current performance, the project manager can use all of the following methods for forecasting purposes: (Select three) A. Scenario building B. Simulation C. Time series method D.

Variance analysis - A. Scenario building B. Simulation C. Time series method Explanation : The project manager can use scenario building, simulation, and time series method to forecast the project's future performance based on its current performance.

A manufacturing company is adopting lean principles. A quarterly internal audit is performed to verify whether projects are adhering to these principles. In the latest audit, auditors noticed that the project manager is delivering as fast as possible but takes decisions as late as possible. Based on this statement, is the company complying with lean principles? A. No, the project manager should both deliver and decide as late as possible B. No, the project manager should both deliver and decide as fast as possible C. No, the project manager should deliver as late as possible but decide as fast as possible D. Yes, it is - D. Yes, it is Explanation : The project manager is delivering as fast as possible, which is in line with the lean principle of delivering value quickly. However, the project manager is taking decisions as late as possible, which is also in line with the lean principle of delaying decisions until the last responsible moment to avoid waste. Therefore, the company is complying with lean principles.

A project manager is managing an industrial project. He needs a batch of 1000 custom-made identical filters for the project. Due to their high importance, the project manager chooses a reliable and well-known supplier to produce these filters. Knowing that a tested filter should be thrown away since it couldn't be reutilized, what should the project manager do? A. Skip inspection since he trusts that the supplier will deliver the filters according to his specifications B. Order more than 1000 filters to perform acceptance sampling on the batch surplus C. Require the seller to provide a conformance certificate of the filter's raw materials D. Conduct a 100% inspection upon delivery, then order another batch of 1000 filters if he's satisfied with the quality - B. Order more than 1000 filters to perform acceptance sampling on the batch surplus Explanation : Ordering more than 1000 filters to perform acceptance sampling on the batch surplus is the right answer because it allows the project manager to test a sample of the filters to ensure they meet the project's specifications. This is a common quality control technique that helps to ensure that the entire batch of filters is of acceptable quality.

During project execution, the project manager found out that tasks were not being performed in the right order at the right time, which resulted in rework and bad morale among the project team. Which project management tool should the project manager implement to deal with this type of issue? A. Organization chart B. RACI matrix C. Communications management plan D. Work authorization system -

D.

Work authorization system Explanation : The project manager should implement a work authorization system to ensure that tasks are performed in the right order at the right time. A work authorization system is a project management tool that ensures that work is done in the right sequence and at the right time. It is used to prevent rework and ensure that the project team is working efficiently.

A project manager at Max Data has just put the finishing touches on her final project report before meeting with her manager. She spent the last few weeks holding numerous lessons-learned sessions to get feedback from project participants for the final report. For what reasons did the project manager hold lessons learned sessions? (Select three) A. Lessons learned databases are an important element of the organizational process assets B. Lessons learned meetings focus on identifying individuals accountable for failures and errors C. Lessons learned meetings include recommendations for future performance improvements D. Phase-end lessons learned workshops represent a good team-building exercise for project members - A. Lessons learned databases are an important element of the organizational process assets C. Lessons learned meetings include recommendations for future performance improvements D. Phase-end lessons learned workshops represent a good team-building exercise for project members Explanation : Lessons learned sessions are held to identify what went well and what didn't go well in the project, and to document recommendations for future performance improvements. They also represent a good team-building exercise for project members.

As part of the project quality control process, the project manager of MCN electric motorcycles decided to check only 10% of the manufactured motorbikes for environmental control. Which technique is the project manager using? A. Sample Selection B. Control Charts C. Statistical Sampling D. Pareto Diagram - C. Statistical Sampling Explanation : The project manager is using statistical sampling, which involves selecting a sample of the population to test and make inferences about the entire population. In this case, the project manager is testing only 10% of the manufactured motorbikes for environmental control, which is a form of statistical sampling.

A local school is planning to use a screening system to select vegetables and fruit suppliers for their "Healthy minds" organic meals project. Which of the following is an example of a screening system? A. You interview all the vendors and make your decision based on these interviews B. You negotiate with all the vendors and engage the one who offers the best price C. You only consider vendors with more than $10,000 in revenue in the last financial year D. You engage the vendor who responds first to your announcement - C. You only consider vendors with more than $10,000 in revenue in the last financial year Explanation :

This is the right answer because a screening system is a process of filtering out suppliers based on specific criteria. In this case, the school is only considering vendors with more than $10,000 in revenue in the last financial year.

The project's business analyst is performing Earned Value Reporting. The project's CPI is 0.9 and its budget at completion is $900. How much is the project's estimated cost at completion? A. 819 B. 810 C. 900 D. 1000 - D. 1000 Explanation : The project's estimated cost at completion is calculated by dividing the budget at completion by the CPI. In this case, the estimated cost at completion is $1000 (900/0.9).

Depending on who is using them, bids, tenders, and quotes can take on different meanings. But, initially, all of these terms can be used interchangeably with: A. Proposals B. Make-or-buy decisions C. Buyer responses D. Pre-bid conferences - A. Proposals Explanation :

Bids, tenders, and quotes are all types of proposals that are submitted by vendors in response to a request from a buyer. Although the terms can have different meanings depending on the context, they are generally used interchangeably.

A project manager chose for their new project a management framework that is a hybrid of two Agile approaches. The work will be organized in sprints, and the team will use a board to display and monitor work progress. Which of the following frameworks is the project manager using? A. Scrumfall B. eXtreme Programming C. Dynamic Systems Development Method D. Scrumban - D. Scrumban Explanation : Scrumban is a hybrid of Scrum and Kanban. It combines the iterative and incremental approach of Scrum with the continuous flow approach of Kanban. Scrumban uses a board to display and monitor work progress, and work is organized in sprints, making it the correct answer.

A project manager and their Agile team are demonstrating a potentially shippable product increment to the project stakeholders. What type of Agile meetings is the project manager conducting? A. Review meeting B. Standup meeting C. Retrospective meeting D.

Deliverables meeting - A. Review meeting Explanation : The project manager and their Agile team are demonstrating a potentially shippable product increment to the project stakeholders, which is a review meeting in Agile methodology.

While performing beta testing with a small number of users, the project manager noticed that the web application had defects due to the following: User interface and responsiveness issues (20%) User experience issues (25%) Bugs in functionalities (40%) Missing important features (10%) Others (5%). To illustrate these problems, the project manager can use a: A. Histogram B. Quality checklists C. Scatter diagram D. Flowchart - A. Histogram Explanation : Histogram is a graphical representation of data that shows the frequency distribution of a set of continuous data. It is used to illustrate the distribution of defects in this case.

After facing endless issues with one of the project suppliers, the project manager decided to put an end to the disputes by concluding their professional collaboration. Which document should the project manager refer to in order to examine the termination clause and the alternative dispute resolution mechanism? A. Source selection criteria B.

Supplier bid C. Agreement D. Project charter - C. Agreement Explanation : The right answer is option 3 because the termination clause and the alternative dispute resolution mechanism are included in the agreement document.

Along with developing a contingency plan for possible issues, a project manager might also need to create a workaround to deal with ______________________ when they occur. A. Identified & passively accepted risks B. Unidentified & passively accepted risks C. Identified & actively accepted risks D. Unidentified & actively accepted risks - B. Unidentified & passively accepted risks Explanation : A workaround is a temporary solution to a problem that is implemented when the original plan cannot be followed. Workarounds are typically created for unidentified and passively accepted risks, as they are not accounted for in the original plan. Identified risks are typically addressed through contingency plans.

A project manager engaged Outsource, an offshore software development company, to develop an e- learning platform using the adaptive approach. During the second iteration, the project manager

wasn't satisfied with the company's work and decided to immediately terminate the contract. The project manager only had to pay the incurred costs with no additional fees. What type of Agile contract did the project manager sign with the supplier? A. Incremental delivery contract B. Time and materials contract C. Target cost contract D. Early termination contract - B. Time and materials contract Explanation : The project manager signed a Time and Materials contract with the supplier. This type of contract is used when the scope of work is not well defined, and the buyer wants to have flexibility in changing the scope of work. The buyer pays the supplier for the actual hours worked and the materials used. In this case, the project manager only had to pay the incurred costs with no additional fees, which is consistent with a Time and Materials contract.

A Project Manager is leading a software project using a hybrid approach. During a lessons-learned meeting, one of the team members complained that every time she submits a new piece of code, she finds many errors caused by the code changes made by her fellow developers. The Project Manager suggested testing, updating, and integrating new software code more frequently in order to reduce such errors. Which of the following techniques did the Project Manager suggest? A. Constant Integration B. Consecutive Integration C. Consistent Integration D. Continuous Integration -

D.

Continuous Integration Explanation : The Project Manager suggested continuous integration, which is a technique that involves frequently testing, updating, and integrating new software code to reduce errors caused by code changes made by other developers.

During an iteration review meeting, the product owner rejected one of the features demonstrated by the development team. What will happen next to the rejected user story? A. It will be automatically moved to the next sprint backlog B. It will be deleted from the product backlog and from the project C. It will be updated to address the reasons why it was rejected D. It will be moved back to the product backlog for reprioritization - C. It will be updated to address the reasons why it was rejected xplanation : The rejected user story will be updated to address the reasons why it was rejected. This is because the product owner's feedback is valuable and should be used to improve the product. The development team will work on the user story again in a future sprint.

In order to assess the project performance, a Project Manager calculates both its CPI and SPI. Knowing that it has a high CPI and a low SPI, what is the project status? A. Behind schedule and under budget B. Ahead of schedule and under budget C.

Behind schedule and over budget D. Ahead of schedule and over budget - A. Behind schedule and under budget Explanation : The project is behind schedule but under budget. The CPI indicates that the project is under budget, while the SPI indicates that the project is behind schedule.

A project manager is assigned to an accounting software development project. In its beta version, some users reported that the software freezes one to three times a day. Since the project manager needs more information to fix the problem, they asked the users to fill in a _______________ whenever the issue occurs to include information about how the freezing happens and how long it lasts. A. Check sheet B. Cheat sheet C. Checklist D. Survey - A. Check sheet Explanation : A check sheet is a tool used to collect data in real-time. It is used to gather data on the frequency and types of problems that occur. In this case, the project manager needs more information to fix the problem, so they asked the users to fill in a check sheet whenever the issue occurs to include information about how the freezing happens and how long it lasts.

During the risk identification phase, the project manager and their team identified more than 100 risks. The project manager believes that the quantitative evaluation of each of these risks will take a

lot of time, whereas not all of the identified risks are important enough to justify such a measure. What should the project manager's next step be? A. Identifying risk triggers, then performing a quantitative analysis of risks that have no triggers B. Using qualitative risk analysis to qualify and prioritize risks for the quantitative risk analysis C. Conducting a qualitative assessment of each risk's probability, then perform a quantitative analysis of risks with a high probability D. Conducting a qualitative assessment of the potential impact of each risk, then perform a quantitative analysis of risks with a high impact - B. Using qualitative risk analysis to qualify and prioritize risks for the quantitative risk analysis Explanation : Using qualitative risk analysis to qualify and prioritize risks for the quantitative risk analysis is the right answer because it allows the project manager to focus on the most important risks and avoid wasting time on risks that are not significant enough to justify a quantitative analysis.

A project manager works at a company that has been using the Agile approach for the last 9 months. When should the company stop tailoring the process? A. Now B. Never C. 18 months D. 12 months - B. Never

The Agile approach is iterative and adaptive, which means that the process should be tailored continuously throughout the project. Therefore, the company should never stop tailoring the process.

A scrum master is starting a project with a new team and needs to develop an estimate of their velocity. What should the scrum master use as a basis for the first sprint velocity? A. Forecasted velocity B. Actual velocity C. Terminal velocity D. Cycle velocity - A. Forecasted velocity Explanation : The scrum master should use forecasted velocity as a basis for the first sprint velocity. This is because the team is new and has no historical data to base their velocity on. The forecasted velocity is an estimate based on the team's capacity and the product backlog items that are planned for the sprint.

An Agile Project Manager is leading an IT project using the Scrum framework. While the team implements user stories during the sprint, what should the product owner do? A. Add more tasks for the team so they can deliver more value B. Let the team do their work and respond to any questions they might have C. Protect the team from interruptions and facilitate discussions D.

Monitor the sprint progress and extend its duration if the team cannot complete the assigned work on time - B. Let the team do their work and respond to any questions they might have Explanation : The product owner should let the team do their work and respond to any questions they might have. This is because the product owner is responsible for defining and prioritizing the product backlog items, and the team is responsible for implementing them during the sprint. The product owner should be available to answer any questions the team might have, but should not interfere with the team's work.

Which of the following options falls under the Project Manager's responsibilities in Agile? A. Providing the overall strategic direction B. Controlling the project budget C. Defining user stories and prioritizing the backlog D. Ensuring that the team delivers the project according to the defined requirements - D. Ensuring that the team delivers the project according to the defined requirements Explanation : The Project Manager is responsible for ensuring that the team delivers the project according to the defined requirements in Agile methodology.

A Project Manager is using an Agile approach to manage a web application project. During the daily standup, two team members started discussing which JavaScript framework to use: Angular, React, or Vue. What should the Project Manager do? A. Let the discussion continue since it's very important B.

Time-box the conversation and suggest that team members carry on with this subject after the standup meeting C. Facilitate the conversation and invite the rest of the team to weigh in D. Contribute to the discussion and share their own opinion on the matter - B. Time-box the conversation and suggest that team members carry on with this subject after the standup meeting Explanation : The right answer is 2 because the project manager should not allow the discussion to derail the daily standup meeting. Time-boxing the conversation and suggesting that team members carry on with this subject after the standup meeting is a good way to ensure that the meeting stays on track and that everyone has a chance to speak.

A Project Manager is in charge of a software development project. Their organization primarily uses agile methods. An intern who joined the project team once asked the Project Manager: "What is a User Story?" How should the project manager reply? A. A story that refers to the ideal user for your project B. A day in the end-user life C. A small, granular unit of work that brings added value to the customer D. A collection of all the requirements that the customer wants in a project - C. A small, granular unit of work that brings added value to the customer Explanation : A User Story is a small, granular unit of work that brings added value to the customer. This is the correct answer because a User Story is a common term used in Agile development to describe a specific feature or functionality that a customer wants in a project. It is a short, simple description of a feature told from the perspective of the user or customer.

A Project Manager is assigned to an internal project to develop Human Resource management software. Since they have adopted the Scrum framework, a sprint planning meeting is held to select user stories. During sprint planning, one of the team members insists that a user story concerning the implementation of a rewards policy should not be brought into the next sprint because it doesn't include enough details on how to set rewards according to the different positions and roles of the organization employees. What is the most likely reason for the team member to push out this user story? A. The user story doesn't meet the Definition of Ready B. The user story doesn't meet the Definition of Done C. The user story involves an unachievable stakeholder requirement D. The user story might result in a waste of time and effort - A. The user story doesn't meet the Definition of Ready Explanation : The team member is correct in insisting that the user story doesn't meet the Definition of Ready, which is a set of criteria that a user story must meet before it can be included in a sprint. One of the criteria is that the user story must be well-defined and contain enough information for the team to estimate and implement it. Since the user story concerning the implementation of a rewards policy doesn't include enough details on how to set rewards according to the different positions and roles of the organization employees, it doesn't meet the Definition of Ready and should not be brought into the next sprint.

A project manager is assigned to a university complex project that consists of designing and producing 200 wayfinding and directional signs. These signs will be placed and installed near doors, exits, offices, elevators, etc. by another company. After getting the client's approval that the project scope is met, the project manager delivers the signs to the installation company. The latter asks the project manager to help them with the signs' installation. What should the project manager do? A. Submit a change request to assist with the signs' installation B.

Do a favor for the installation company and help them out C. Create a new separate project charter for the signs installation support to make it clear that it's not part of the initial project D. Do nothing since the project scope has been officially fulfilled and approved by the client - D. Do nothing since the project scope has been officially fulfilled and approved by the client Explanation : The project manager should do nothing since the project scope has been officially fulfilled and approved by the client. The installation of the signs is not part of the initial project scope, and the project manager has no obligation to assist with the installation.

Control charts are used to routinely monitor quality. A Project Manager is measuring the response time of their application API, where the lower control limit is 200ms, and the upper control limit is 800ms. The first 11 data values that the project manager finds are 790, 700, 750, 750, 716, 770, 620, 200, 444, 104, and 404. Which of the following represents a problem that needs to be solved? (Select two) Which of the following represents a problem that needs to be solved? (Select two) A. One of the values is the same as the lower control limit B. One of the values is out of the control limit C. Seven consecutive values are between the mean and the upper control limit D. Two consecutive values are the same - B. One of the values is out of the control limit C. Seven consecutive values are between the mean and the upper control limit Explanation :

The correct answer is 2,3 because one of the values (104) is below the lower control limit of 200ms, which is out of control, and seven consecutive values are between the mean and the upper control limit, indicating a lack of variation in the data.

A Project Manager is leading a project using an iterative development approach. During which meeting is a potentially shippable product increment presented to the concerned stakeholders? A. Iteration kickoff meeting B. Iteration planning meeting C. Iteration review meeting D. Iteration retrospective meeting - C. Iteration review meeting Explanation : During the iteration review meeting, the team presents the potentially shippable product increment to the stakeholders for their feedback and approval. This meeting is held at the end of each iteration, and it provides an opportunity for the stakeholders to review the work completed during the iteration and provide feedback to the team.

A Project Manager works for a B2B marketing company. The company does not have an official archiving procedure. The Project Manager has recently finished a project and got the client's official approval of the final deliverables. Now that the project is in its closure phase, what should the project manager do with all associated paperwork? A. Nothing since the company doesn't require the archiving of performed projects B. Archive the project documents himself C. Discard it since it represents a liability

D.

Ask the client to keep the project's archive - B. Archive the project documents himself Explanation : The Project Manager should archive the project documents himself since the company does not have an official archiving procedure. This will help the company to have a record of the project and can be used as a reference for future projects.

A Project Manager got the approval to carry out a significant change that would bring added value to the project. The change has a total cost of $10,000 and will add one month to the project's duration. What should the project manager do right after getting the change approved? A. Call for a meeting with the CCB to review the change B. Update the time, cost, and scope baselines to reflect the change C. Perform a change risk assessment D. Update the change control system to reflect the change - B. Update the time, cost, and scope baselines to reflect the change Explanation : The Project Manager should update the time, cost, and scope baselines to reflect the change. This is because the change will impact the project's duration and cost, and the baselines need to be updated to reflect the new project parameters.

During a meeting with stakeholders, the Project Manager is asked about the amount of work completed by the agile team during the last sprint. What information should the Project Manager share with stakeholders? A. The sprint velocity

B.

The sprint backlog items C. The average velocity D. The forecasting velocity - A. The sprint velocity Explanation : The sprint velocity is the amount of work completed by the agile team during the last sprint. It is a measure of the team's productivity and can be used to forecast how much work the team can complete in future sprints.

A Project Manager is leading a wind turbine project. The first experiment revealed that the turbine's speed was lower than the expected value. The Project Manager and team attempt to find out the root cause of the issue. Which of the following tools is the most effective for root cause analysis? A. Five Whys B. Kano C. MoSCoW D. Four Whys - A. Five Whys Explanation : Five Whys is a root cause analysis tool that helps to identify the underlying cause of a problem by asking a series of 'why' questions. It is an effective tool for identifying the root cause of the issue in the given scenario.

A subcontractor is engaged to install the electrical wiring of a construction project. A stakeholder requests a modification in the project's scope, which will result in a change in the subcontractor's workload. Which of the following documents will address how the change in the subcontractor's workload will be handled? A. The change control system B. The procurement management plan C. The contract D. The scope - C. The contract Explanation : The contract is the document that outlines the terms and conditions of the agreement between the buyer and the subcontractor. It will address how the change in the subcontractor's workload will be handled.

At the end of the project, and during the lessons learned meeting, a project manager presents the following chart, stating that project expenditures over time form a(n) ____________. A. Slanted line B. S curve C. Z curve D. Integral curve - B. S curve Explanation :

The S curve is a common representation of project expenditures over time, showing a slow start, followed by a rapid increase in spending, and then a gradual decrease as the project nears completion.

Upon performing the risk identification process, a Project Manager discovers a technical risk. Therefore, they set up a contingency reserve. Which risk response strategy consists of setting up a contingency reserve? A. Active risk mitigation B. Passive risk acceptance C. Passive risk avoidance D. Active risk acceptance - D. Active risk acceptance Explanation : Setting up a contingency reserve is an active risk acceptance response strategy. This strategy is used when the project team decides to take action to address the risk and create a contingency plan to deal with it if it occurs.

In a network diagram, the ________________ is based on the assumption that resources will always be available whenever they are needed. A. Critical Path B. PERT Estimate C. Critical Chain D.

Sprint Planning - A. Critical Path Explanation : The critical path is the longest path in the network diagram and determines the shortest possible duration of the project. It assumes that resources will always be available whenever they are needed.

A stakeholder is pressuring the project team to make some changes to the final product. The Project Manager informs the client that the changes cannot be implemented immediately due to the organization's established processes. Which of the following documents these processes? A. The change control board B. The change control system C. The organizational process assets D. The scope management plan - B. The change control system Explanation : The change control system documents the organization's established processes for managing changes to the project's products or services. The Project Manager informs the client that the changes cannot be implemented immediately due to the organization's established processes, indicating that the change control system is in place.

In order to respond to the rapidly changing business environment, an organization has decided to use adaptive methods. To adopt an Agile mindset, the project team can use all of the following questions while developing the product, except: A. What work can be avoided to only focus on high-priority tasks? B.