Question 1

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line. What should the project manager do first?

Options :

A : Lead a root cause analysis workshop with the design team to identify the failures that led to the decision to add a component that was not compatible with the production line.

B : Meet with the operations manager to explain the background for the change and understand the operation manager's concerns about the change.

C : Escalate the issue to the project sponsor, as the decision to add the component brings many benefits even though it will be disruptive to the production line.

D : Formally acknowledge the operation manager's concerns and raise a new risk that the project may deliver late and over budget due to manufacturing difficulties.

Answer: B

Question 2

A company recently adopted agile to develop innovation projects. The project manager is experiencing problems with some team members who consider some agile ceremonies to be unnecessary. What should the project manager have done before the beginning of the project?

Options :

A : Conducted a survey to determine if the team was willing to adopt agile ceremonies on the current project.

B : Prepared an inception deck and clearly explained the purpose of agile ceremonies and their benefits to the project.

C : Discussed with the product owner and requested assistance by requiring the adoption of agile ceremonies.

D : Discussed with the project sponsor about convincing the team to adopt the agile ceremonies as part of their routine.

Answer: B

Question 3

A key resource is newly assigned to a project. The project manager and the resource did not get along well in a previous project. This resource is needed to ensure the completion of a major component for the project. What should the project manager do?

Options :

A : Work on resolving the differences with the key resource and building a good working relationship to ensure project success.

B : Monitor the key resource closely throughout the project, but do not let the project sponsor know about the conflict.

C : Request that the key resource's functional manager work directly with the resource during the project.

D : Discuss this with the project sponsor and request that this key resource be replaced on the project.

Answer: A

Question 4

A project manager leads a software development project in a hybrid environment. During project planning, the project manager identified a risk where a technical resource for a critical path item may not be available when needed. One week before the resource is needed, the technical engineer had a personal emergency and had to take a leave. What should the project manager do next?

Options :

A : Update the lessons learned report and the risk log to reflect that this risk has materialized.

B : Revise the project management plan and move the task to a time when the technical resource will be available.

C : Consult the risk register for an appropriate planned risk response and implement.

D : Review the business requirement with stakeholders and exclude the task assigned to the technical resource.

Answer: C

Question 5

A company has appointed a supplier to deliver software and has assigned an internal project manager. The supplier states that no technical development or testing is required from the customer. The project manager would like to confirm this with all of the stakeholders. What should the internal project manager do first?

Options :

A : Distribute the project plan to all of the interested parties.

B : Host an alignment session with stakeholders to formalize the project requirements.

C : Communicate to the supplier that customer testing is required.

D : Develop a user acceptance testing plan to ensure the quality of the deliverables.

Answer: B

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