Answer Key.
PART 1 – QUESTIONS 1–60
1. B – Develop a stakeholder engagement plan and communication management
plan.
You first need a structured approach before sending ad hoc updates. These plans define
who needs what information, when, and how.
2. C – Facilitate a requirements workshop with the stakeholder and key team
members to clarify priorities.
This addresses the root cause (conflicting requirements) through collaboration and
clarification rather than escalation or exclusion.
3. B – Update the risk register and escalate the risk to the sponsor.
High probability/high impact beyond contingency is a candidate for escalation. You
document it and escalate for higher-level decisions.
4. B – Use iterations for development while fixing high-level scope and date, and
manage change via a change control process.
This is a typical hybrid response: predictive constraints at a high level with iterative
delivery and formal change control.
5. B – Ask for a detailed impact analysis on schedule, cost, and quality.
You first need to understand the impact before updating plans or escalating.
6. B – Remind stakeholders that only work meeting the Definition of Done is shown.
Agile reviews demonstrate only completed (DoD-compliant) work; partially done
features should not be demoed as done.
7. B – To organize and define the total scope of the project.
By definition, the WBS decomposes and organizes the total project scope.
8. B – The project is over budget and ahead of schedule.
CPI < 1 means over budget; SPI > 1 means ahead of schedule.
9. D – Problem-solving.
For important technical conflicts, collaborative problem-solving (confronting) is
preferred to reach a win–win solution.
10. D – During detailed planning.
The cost baseline is established once detailed planning and estimating are done, not at
initiation or closure.
11. C – Submit the change through the integrated change control process.
Any change after baselining should go through formal integrated change control.
12. B – Schedule overlapping core hours and use video conferencing tools.
You address time zones and use richer communication channels to improve virtual
team communication.
13. B – Mark them as closed or retired with justification.
You keep them in the register for historical reference, but indicate they are no longer
active.
14. C – Engage the stakeholder to understand concerns and update the stakeholder
engagement plan.
You manage resistance through engagement and addressing concerns, not exclusion or
escalation first.
15. B – Purchasing insurance.
Insurance is a classic example of transferring risk to a third party.
16. B – Analyze the team’s velocity and refine sizing and planning approach.
Frequent missed commitments suggest planning issues; adjust based on empirical
velocity.
17. B – Predictive.
Construction with strict fixed specifications is best suited to a predictive approach.
18. B – Requirements management plan.
This plan defines how requirements will be analyzed, documented, and managed.
19. B – Conduct a risk audit to evaluate the effectiveness of risk processes.
A risk audit checks whether agreed risk responses are being implemented and how
effective they are.
20. C – High-level risks.
The charter contains high-level risks, not detailed WBS or detailed schedule.
21. B – Decrease WIP limits and identify bottlenecks.
In Kanban, lower WIP limits expose bottlenecks, prompting focus on flow and problem-
solving.
22. A – A prioritized list of work for the team, maintained by the product owner.
That is the standard definition of a product backlog in Scrum/agile.
23. B – Review the contract terms and assess schedule impact.
You first analyze the situation in the context of the contract and project impact before
penalties or escalation.
24. B – Servant leadership with high facilitation and support.
New teams with low trust benefit from servant leadership that facilitates, supports, and
builds cohesion.
25. C – Estimate to complete (ETC).
ETC is the additional money needed to finish remaining work assuming current
performance continues.
26. B – Privately coach the team member and reinforce adherence to the change
process.
You correct unethical/incorrect behavior through coaching and reinforcing proper
process, not public punishment.
27. C – Project status dashboard or summary report.
A one-page view of overall health is usually a dashboard or summarized status report.
28. B – Raise a change request and evaluate impact on scope, schedule, and cost.
Regulatory changes must be incorporated via formal change control with impact
analysis.
29. B – Keep satisfied.
High power, low interest stakeholders should be kept satisfied and engaged
appropriately.
30. A – Move incomplete stories back to the product backlog for reprioritization.
Incomplete items go back to the backlog; they are not automatically carried over as
“done.”
31. B – A factor considered to be true without proof at the time.
That is PMI’s definition of an assumption.
32. C – Verify that all project deliverables are accepted.
Formal acceptance of deliverables precedes other closure activities.
33. C – Schedule compression options such as crashing and fast tracking.
You analyze compression techniques to meet earlier delivery, while protecting scope
and quality.
34. B – Functional manager.
In a (especially strong) matrix, functional managers usually have primary resource
authority.
35. B – Uncontrolled changes added without formal approval.
That is the definition of scope creep.
36. B – Integrating planning, reporting, and governance across both approaches.
The main challenge in hybrid is coherent integration of agile and predictive practices.
37. B – Probability and impact in relative terms.
Qualitative analysis deals with relative probability/impact, not exact monetary
amounts.
38. A – Resource management plan.
This plan covers how resources are planned, acquired, and released.
39. B – Address the issue privately and explore root causes.
You use respectful, private discussion to understand and correct behavior.
40. B – Perform a root cause analysis and adjust processes.
You address frequent defects by finding and correcting underlying cause, not just
testing more.
41. B – Payback period or break-even analysis.
These identify how long until cumulative benefits equal costs (break-even).
42. B – It is a collection of subsidiary plans and baselines.
The project management plan integrates all subsidiary plans and baselines.
43. B – Establish and communicate ground rules for sprint reviews.
Ground rules help keep reviews focused and appropriate in content and behavior.
44. A – Cost overrun due to underestimated effort.
In fixed-price contracts, the seller bears most cost overrun risk.
45. A – 0.80.
CPI = EV / AC = 200,000 / 250,000 = 0.8 → over budget.
46. B – Add the defect to the current sprint backlog after discussion with the
product owner.
Urgent defects may enter the sprint via negotiation with the PO and team.
47. B – An uncertain event that can have positive or negative effects.
This is PMI’s definition of risk (threats and opportunities).
48. B – Removing impediments and empowering the team.
Servant leaders focus on enabling and supporting the team.
49. B – Request formal change control because scope will change.
All scope changes, even “minor,” should be processed through change control.
50. B – RACI chart (responsibility assignment matrix).
A RACI/Responsibility Matrix maps activities to roles.
51. B – Use facilitation techniques like silent brainstorming or round-robin to
encourage input.
Structured techniques foster inclusive participation without blaming.
52. C – Program manager.
The program manager resolves conflicts and aligns projects within the program.
53. B – To capture knowledge continuously to improve current and future work.
Lessons learned are collected throughout the project, not just at the end.
54. B – Analyze trends and implement process improvements.
You act on trend data to prevent further defects.
55. B – Time and materials.
T&M exposes the buyer to ongoing cost risk as effort extends.
56. B – Implement a process to route requests through the product owner or change
control.
You protect focus by funneling requests through agreed channels.
57. B – Stakeholder expectations, influence, and interest.
The stakeholder register captures key stakeholder information including needs and
influence.
58. B – Re-plan and explore schedule recovery options while protecting scope and
quality.
You try to recover schedule without sacrificing scope or quality.
59. B – Perform an orderly closeout, including documenting lessons learned and
updating records.
Even for cancellations, you follow proper closure and documentation.
60. B – Issue a change request and update all relevant plans and baselines as
approved.
Regulatory-driven scope changes go through change control, then plans/baselines are
updated.
PART 2 – QUESTIONS 61–120
61. B – Story points are a relative measure of effort and complexity.
They are unitless, relative estimates, not hours or days.
62. B – Shows remaining work in the iteration over time.
A burndown chart displays remaining work vs time in a sprint/iteration.
63. C – RACI matrix or resource management plan.
These define roles and responsibilities clearly.
64. B – Monte Carlo simulation.
Monte Carlo is a classic technique in quantitative risk analysis.
65. B – Identify stakeholders and start detailed planning.
After charter approval, you formally identify stakeholders and develop detailed plans.
66. B – Product owner.
In agile, the product owner maximizes product value.
67. A – Keep informed and engaged.
High interest, low power stakeholders should be kept informed and engaged.
68. B – Smoother resource usage and possibly extended schedule.
Resource leveling smooths usage and often lengthens the schedule.
69. B – Enhance or exploit.
This is an opportunity; you typically exploit or enhance it to realize benefits.
70. B – Engage them, provide training, and highlight benefits.
You manage resistance with engagement, support, and showing value.
71. B – A regulatory deadline that cannot be changed.
Constraints are limiting factors (time, cost, scope) that must be respected.
72. B – Organizational communication policies and stakeholder needs.
The plan must align with organizational norms and stakeholder requirements, not just
PM preference.
73. B – Assess impacts and take corrective actions to realign with the plan.
You bring execution back in line with the approved quality plan or update the plan via
change control.
74. C – Evaluate the request and, if beneficial, update the communications
management plan through appropriate change control.
You tailor based on need but keep the plan current via proper control.
75. C – Matrix.
Shared resources and overload across multiple projects are typical of matrix
organizations.
76. B – A significant point or event with zero duration.
Milestones mark important events and have zero duration.
77. B – Correcting quality processes and meeting quality requirements.
Quality shortfalls are priority; cost performance is secondary if outputs don’t meet
requirements.
78. A – Immediately apply the new Definition of Done in the next iteration.
Improvements from retrospectives are applied going forward, especially to DoD.
79. A – Project charter and business case.
These documents link the project to strategic objectives and benefits.
80. B – It provides a more realistic estimate by considering variability.
Three-point estimating captures uncertainty in time/cost.
81. B – Decline the gifts and report per organizational policies.
PMP ethics and PMI’s Code require avoiding conflicts of interest and following policy.
82. A – Update scope statement, WBS, schedule, and cost baselines as needed.
Approved changes require updating relevant documents and baselines.
83. B – MoSCoW or WSJF (weighted shortest job first).
These are structured prioritization techniques for maximizing value.
84. B – Conduct a workshop with stakeholders to elaborate and clarify the
requirement.
You clarify complex requirements collaboratively before starting work.
85. A – Behind schedule, on budget.
SPI < 1 means behind schedule; CPI = 1 means on budget.
86. B – Work with the sponsor to clarify priorities and stabilize the roadmap, then
communicate clearly to the team.
You address instability at the source (sponsor) and provide clarity to the team.
87. B – Encourage cultural awareness, provide guidelines, and adapt
communication approaches.
You proactively manage cultural differences through awareness and adjusted
communication.
88. A – Building trust, psychological safety, and clear working agreements.
High-performing agile teams rely on trust and safe, clear collaboration norms from the
outset.
89. B – Change management plan (part of project management plan).
This defines how changes are requested, reviewed, and approved.
90. B – You expect vendors to propose different solutions to your needs.
RFPs invite vendors to propose how they will meet your requirements.
91. B – Implement the planned risk response and update the risk register and issue
log.
When a risk occurs, you execute the planned response and track it as an issue.
92. B – Lack of shared understanding of acceptance criteria.
If the PO is unsatisfied despite planned work being “done,” acceptance criteria were
likely unclear or not shared.
93. B – A completed software module ready for testing.
A deliverable is a tangible, verifiable output of the project.
94. A – Risk register and lessons learned from past projects.
Historical risks and lessons are key inputs to risk identification.
95. B – Discuss needs, evaluate impact, and if justified, update the
communications plan through change control.
You balance stakeholder needs with effort, updating the plan appropriately.
96. B – Through frequent demos, reviews, and visible information radiators.
Agile relies on transparent, frequent, visual communication of progress.
97. A – Procurement management plan and procurement performance reviews.
These focus specifically on supplier performance against contract.
98. B – Evaluate the impact on quality and remind the team of agreed quality
standards and processes.
You defend necessary quality activities unless change is deliberately planned.
99. B – Fishbone (Ishikawa) diagram.
This tool visually maps causes to effects in a quality problem.
100. B – Control chart.
Control charts show process stability and variation over time.
101. B – Remind the product owner that scope changes should wait for the next
sprint unless the team agrees and capacity allows.
Scope changes mid-sprint should be exceptional and agreed; otherwise they go to
future sprints.
102. B – Reassess project impacts and, if needed, update the project management
plan and baselines via change control.
Invalid assumptions can affect scope, cost, and schedule; you analyze and update
formally.
103. B – Team velocity trend over sprints.
Velocity trend is predictive of future throughput (leading indicator).
104. B – There is increased schedule risk because delays can come from multiple
paths.
Multiple critical paths mean more sources of schedule risk.
105. B – Agile or hybrid approach allowing incremental delivery.
When requirements are likely to change, agile/hybrid transparency and adaptability are
preferred.
106. B – Keep informed and leverage as a champion where possible.
Supportive, low-power stakeholders can act as advocates; keep them informed.
107. B – Facilitate balanced participation and establish meeting ground rules.
Ground rules and facilitation ensure all voices are heard, not just the expert.
108. B – Continue to monitor risks, identify new ones, and review responses
throughout the project.
Risk management is ongoing, not a one-time activity.
109. B – Provide governance, standards, and sometimes direct project support or
management.
PMOs typically standardize practices and can support or manage projects.
110. B – The schedule baseline and any related documents such as risk and
communication plans.
Approved schedule changes require updating the schedule baseline and any dependent
artifacts.
111. B – Product backlog and current sprint backlog.
These guide what work is prioritized and done in agile.
112. A – Business case with current benefits realization status.
The business case justifies continued investment and describes expected benefits.
113. A – Benefits may not be realized until after project closure and may be tracked
by operations or a benefits owner.
Benefits realization can be post-project and is often monitored by a benefits owner or
operations.
114. B – Delivering usable portions of the product over time.
Incremental delivery is about delivering usable increments early and often.
115. B – Use asynchronous tools (online boards, surveys) and adjust the format to
suit remote conditions.
You adapt retrospective format/tools to remote constraints.
116. B – Task B starts two days after Task A finishes.
A lag is a delay between tasks; FS plus 2 days is a lag.
117. B – Meet with the supplier to discuss performance, causes, and corrective
actions, referencing contract terms.
First, you conduct a performance discussion and review against contract before drastic
actions.
118. A – Mitigation through prototyping and proof of concept.
Prototyping reduces the likelihood/impact of a technology-not-working risk.
119. A – A PMO with common methodologies, templates, and governance.
Standardization is typically implemented via a PMO.
120. B – Process them through change control and explain potential impact on
schedule and closure.
Even late “minor” changes must be evaluated and processed formally.
PART 3 – QUESTIONS 121–180
121. B – Evaluate the impact on scope, schedule, and cost and present options to
the sponsor.
You start with an impact analysis and offer trade-off options rather than blindly
accepting or rejecting.
122. C – Review the communications management plan and tailor the format to
stakeholder needs.
You tailor communications based on stakeholder feedback while keeping plans
updated.
123. B – Fast tracking.
Fast tracking overlaps activities without increasing cost initially, so it is usually tried
before crashing when cost cannot increase.
124. B – Establish and socialize a common Definition of Done across all teams.
A shared DoD reduces inconsistency and rework in a multi-team agile program.
125. C – Facilitate a problem-solving discussion focused on project objectives and
constraints.
Collaborative problem-solving is preferred to side meetings or escalation for critical
technical conflict.
126. B – CPI = 0.88; the project is over budget.
CPI = EV/AC = 220,000 / 250,000 = 0.88 (<1), indicating cost overrun.
127. B – Pilot daily standups and update the communications management plan if
effective.
You are allowed to adapt predictive projects with agile practices if they add value and
are planned.
128. C – Conduct a procurement performance review and discuss corrective
actions with the supplier.
First step is performance review and corrective action, not immediate termination.
129. B – As an opportunity; consider exploiting or enhancing it.
A positive risk is an opportunity; strategies include exploit/enhance/share.
130. C – Document both positive and negative lessons with context and
recommendations.
Useful lessons learned include both successes and failures with actionable context.
131. C – 4.
120 story points / 30 per iteration = 4 iterations, assuming stable velocity.
132. B – Report the situation according to the organization’s ethics or compliance
policy.
Gifts from vendors can be a conflict of interest; you follow ethics/compliance
procedures.
133. C – Negotiate a compromise that may include phased or part-time allocation.
You first negotiate resource sharing with the functional manager.
134. C – Adapt your facilitation style and use culturally appropriate techniques to
encourage input.
You adapt to local cultural norms and use suitable facilitation methods.
135. C – Coach the product owner on respecting sprint boundaries and use change
only in future sprints.
Scope changes mid-sprint should be controlled; PO should respect sprint
commitments.
136. B – Decompose work until you can reliably estimate time and cost and assign
responsibility.
Decomposition stops when work packages are manageable for estimating and
assignment, not at arbitrary durations.
137. C – Provide concise, high-level status updates at agreed intervals.
High power, low interest stakeholders prefer condensed, strategic updates.
138. C – Work with the team and key stakeholders to assign appropriate risk
owners.
Each significant risk should have a designated owner responsible for monitoring and
response.
139. B – Initiate the integrated change control process to assess impact.
Late-discovered requirements must go through formal change control.
140. B – Ensure that acceptance criteria are defined and agreed during backlog
refinement and sprint planning.
Clear acceptance criteria upfront reduce rework.
141. A – EAC = BAC / CPI.
This formula forecasts total cost assuming current CPI continues for remaining work.
142. B – Explain the documented scope baseline and approved changes to clarify
what was delivered.
You rely on the approved scope baseline to clarify what was in scope.
143. B – Reiterate agreed working agreements and facilitate a team discussion on
reinforcing them.
You reinforce team norms and allow the team to address behavior collectively.
144. A – Use predictive planning for high-level scope and budget, with agile
iterations for detailed development.
This is a classic hybrid approach balancing fixed constraints and adaptive delivery.
145. C – Raise a change request, analyze impact on baselines, and seek approval.
Regulatory impact requires formal change, with analysis of scope/schedule/cost.
146. B – Benefits management plan.
This document describes how and when benefits will be realized and measured.
147. B – Use asynchronous communication tools and rotate meeting times to share
the inconvenience.
You combine synchronous and asynchronous techniques and share time-zone burden.
148. C – Firm fixed price (FFP).
FFP shifts most cost risk to the seller.
149. B – Transfer or avoid it if feasible due to the high impact.
Very high-impact risks are often avoided or transferred, even if probability is low.
150. A – Use finish-to-start dependencies with a milestone representing the
approval.
You model the uncertain approval as a milestone predecessor to subsequent tasks.
151. A – Update the communication plan only after formal change control, if
required, and then adjust reports.
You follow change control for altering agreed communication arrangements.
152. B – Coach the team on agile principles and facilitate them in planning and
owning their work.
Self-organization is core in agile; you coach rather than command.
153. B – Escalate to the sponsor to reassess the project’s justification and potential
termination or re-scoping.
Strategic shifts may require re-justifying or altering/terminating the project.
154. C – Backlog aging and trend in cycle time.
These are leading indicators of flow and future delivery performance.
155. B – Escalate the issue to the sponsor and explain the impact on value delivery.
The PO’s availability is critical; you escalate to get the role fulfilled properly.
156. B – Establish clear escalation paths and remind stakeholders of agreed
communication channels.
You clarify governance and communication routes in a low-maturity context.
157. A – Update the assumptions log and inform the sponsor of potential impact on
the business case.
Invalid assumptions can undermine the business case; you document and
communicate.
158. A – Provide a high-level roadmap with tentative iteration allocations and
explain that detailed commitments are made per iteration.
You balance agile adaptiveness with the sponsor’s need for forecast information.
159. B – Use structured techniques (e.g., round-robin, brainwriting) to ensure all
voices are heard.
Structured facilitation prevents domination and encourages broad participation.
160. B – Use the mandated PMIS for official reporting while exploring ways to
integrate or simplify usage.
You comply with organizational standards while optimizing their use locally.
161. B – The project is behind schedule and under budget.
SPI < 1 → behind schedule; CPI > 1 → under budget.
162. B – Deny the request and explain the importance of data security and role-
based access.
You protect confidentiality and adhere to access policies.
163. B – Use rolling wave planning, detailing near-term work and keeping future
work at a higher level.
Rolling wave is appropriate when there are many unknowns.
164. B – Discuss the situation privately, explore workload and support options, and
adjust assignments if possible.
You handle suspected burnout with empathy, private discussion, and workload
management.
165. B – Add specific data quality activities and checks into the schedule and risk
register.
Data quality is a project-level concern; you treat it as planned work and risk, not purely
technical.
166. C – Keep them informed and involve them where appropriate to address
concerns.
You manage their opposition through information and meaningful involvement.
167. B – Work with the team to base commitments on historical velocity and
capacity.
Commitments should be empirical, based on actual capacity/velocity.
168. B – Shift focus toward longer-term product outcomes, stakeholder value, and
collaboration with product managers.
In a product-based model, PMs emphasize ongoing value and product thinking.
169. B – Implement a workaround and update the issue log and lessons learned.
When a response plan is failing, you apply a workaround and document the issue and
learning.
170. B – To decide whether to continue, modify, or terminate the project or phase.
Phase gates are governance points for go/no-go/modify decisions.
171. C – Analyze the impact on project objectives and present options to the
sponsor for a decision.
You evaluate cost–risk trade-offs and present options for sponsor decision.
172. B – Provide a structured onboarding, including review of the team charter,
ground rules, and key plans.
Structured onboarding integrates new members effectively.
173. B – Integrate compliance documentation activities into the WBS and schedule.
You plan and schedule mandatory compliance work like any other scope.
174. B – Educate stakeholders on how to interpret agile information radiators and
complement with simpler visuals if needed.
You don’t discard useful tools; you increase stakeholder literacy and adjust
presentation.
175. B – Identify and track dependencies explicitly, assign owners, and include
them in risk and schedule management.
Proactively managing dependencies reduces related risks and delays.
176. C – Reassess their influence and interest and define appropriate engagement
strategies.
Every stakeholder should have an intentional engagement approach based on
power/interest.
177. B – Present accurate information, explain issues, and propose recovery
actions.
You must report truthfully and ethically, even under sponsor pressure.
178. B – Conduct a cost–benefit analysis and, if favorable, propose the change
through appropriate channels.
You quantify benefits vs costs and process the change formally if justified.
179. B – Use agile principles to guide a context-appropriate blend of practices,
evolving them via retrospectives.
You apply agile principles over rigid dogma and adapt practices via inspect-and-adapt.
180. B – Ensure all procurement activities are completed, claims are settled, and
contracts are formally closed.
Contract closure is a required part of project closure; you complete it before closing the
project