Question 1

A Scrum team has recently lost its product owner to another team. A new product owner has been hired for the Scrum team. This product owner is currently new to the project, unfamiliar with the team's practices, and does not have a full grasp of the product users. After a few sprints, the product owner is receiving constructive feedback from both internal and external stakeholders related to the direction of the product and its current challenges. What can the product owner do to improve the product's perception among stakeholders and ensure the team understands the product vision? (Choose 2)

Options :

A : Re-assess the product goal, place it on the product backlog, and explain it to the team.

B : Invite more stakeholders to the daily scrum meetings to voice their opinion of the product.

C : Create sprint goals and communicate them at the sprint planning event.

D : Invite product teams to more frequent reviews to observe the team's work and encourage feedback.

E : Invite stakeholders to the sprint retrospective to brainstorm with the team improvements.

Answer: A,C

Question 2

A list of risks was identified that could occur during the design phase. Now, the team finished the design phase and those risks did not materialize. What should the project manager do next?

Options :

A : Close the risks and update their status in the risk register.

B : Use their contingency with other risks that are still open.

C : Remove the risk from the list as they are no longer applicable.

D : Reevaluate those risks' severity, and update the risk register.

Answer: A

Question 3

Upon reviewing the risk analysis results, the project manager notices several risks that occur more frequently than others. What should the project manager do?

Options :

A : Reduce the probabilities of those risks on the risk register

B : Transfer ownership of those risks to the customer

C : Implement the risk handling strategies for those risks

D : Request additional management reserve for those risks

Answer: D

Question 4

A new project to develop a custom software solution for a high-profile client is being initiated. The project sponsor emphasizes the importance of delivering the solution on time and within budget, as this project could lead to significant future opportunities. The risk manager recognizes that the team lacks a standardized approach to managing risks and that some team members are unfamiliar with risk management practices. What should the risk manager do?

Options :

A : Ask the sponsor to define the risk strategy to align with client needs.

B : Develop a framework and engage the team in creating a risk plan.

C : Train the team on basic techniques and defer the risk strategy for later.

D : Concentrate on high-priority risks to meet the sponsor's expectations.

Answer: B

Question 5

A risk manager has been assigned to an upcoming project. A senior risk manager within the organization recently completed a similar project and has provided a lessons learned document to aid planning efforts for the upcoming project. Upon reviewing the document, the risk manager discovers that the completed project was delivered several months behind schedule and several thousands of dollars over budget. The root cause was determined to be an unforeseen risk trigger that caused several items to be reworked, creating cascading schedule delays and depleting management reserves. What should the risk manager do to mitigate the chance of the same issues reoccurring?

Options :

A : Ensure that all project stakeholders have a copy of and understand the project's risk management plan.

B : Increase the management reserves and inform stakeholders of what is available to cover any unexpected expenses

C : Distribute the lessons learned document to stakeholders knowing that the likelihood of reoccurrence is low.

D : Document the known risk triggers as the identified cost and schedule risks in the risk register.

Answer: D

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