Free PMP Practice Exam (2026)

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Question 1Process⚑ Flag

A medical device company is building a new infusion pump. The hardware must pass strict regulatory verification, while the companion mobile app has unclear user needs that will change as nurses try it. The sponsor asks the project manager to recommend a development approach. What is the BEST recommendation?

ALet the hardware and app teams each pick a method and integrate their outputs near the end BUse agile for the full product so that both hardware and software can change freely CUse a hybrid approach: predictive for the regulated hardware and iterative delivery for the app DUse predictive for the full product because any part of a regulated device must be fully specified

Correct answer: C. Use a hybrid approach: predictive for the regulated hardware and iterative delivery for the app
The two parts have very different levels of uncertainty and regulatory control, so a tailored hybrid approach fits best. Forcing full predictive on the app ignores how unclear its needs are, and full agile on the hardware ignores the fixed regulatory work.

Question 2People⚑ Flag

You are leading a hybrid project to launch a customer self-service portal. During the first week, you notice that the product owner, the developers, and the support lead each describe the portal's purpose differently. Work has not started yet. What should the project manager do FIRST?

AAsk the product owner to send a written vision statement to everyone and confirm each person has read it before sprint one BFacilitate a workshop where the team and product owner co-create a shared vision and success measures CLet the differing views settle naturally as the team sees early increments in sprint reviews DEscalate the misalignment to the sponsor and ask for a formal decision on the portal's purpose

Correct answer: B. Facilitate a workshop where the team and product owner co-create a shared vision and success measures
Co-creating the vision with the people doing the work builds shared ownership and understanding. A written statement from the product owner sounds efficient, but people rarely commit to a vision they had no part in shaping.

Question 3Business Environment⚑ Flag

A hybrid program delivers a software platform with agile teams and a hardware build managed in phases. During a sprint review, the product owner and a functional manager both claim authority to approve a scope trade-off that affects the release date. The team is waiting for direction. What should the project manager do FIRST?

AEscalate the disagreement straight to the steering committee for a ruling BAsk the team to vote on the trade-off so work can continue without delay CLet the product owner decide because backlog scope is owned by that role DReview the governance framework to confirm who holds this decision right

Correct answer: D. Review the governance framework to confirm who holds this decision right
Decision rights should come from the agreed governance framework, so the first step is to check what it says before acting. Giving it to the product owner sounds right, but this trade-off affects the release date, which may sit outside that role's authority.

Question 4Process⚑ Flag

A hybrid project's agile team will hold sprint planning tomorrow. While reviewing resource calendars, the project manager sees that two of the five developers have approved leave covering most of the next two sprints. The product owner is unaware and expects the usual velocity. What should the project manager do FIRST?

AShare the reduced capacity with the team and product owner so the sprint forecast reflects real availability BAsk the two developers to move their leave so the committed release date is not put at risk CKeep the normal forecast and ask the remaining developers to work extra hours during both sprints DAsk the functional manager to supply two temporary developers so the team can keep its usual velocity

Correct answer: A. Share the reduced capacity with the team and product owner so the sprint forecast reflects real availability
Resource calendars exist so capacity can be planned on facts. The team and product owner should forecast the sprint using the real availability before any other action. Replacing people, cancelling leave or forcing overtime come later, if at all.

Question 5People⚑ Flag

At the kickoff of a hybrid project, the product owner says success means releasing within four months, while the operations director says success means zero critical defects at launch. Both are influential and neither seems willing to compromise. What should the project manager do FIRST?

ALog both definitions in the risk register and revisit them once the first release is completed BFacilitate a joint session where both agree on shared, measurable success criteria and record them CEscalate the disagreement to the sponsor so a single success definition can be set before planning starts DAccept the product owner's definition, since the product owner is accountable for value delivery

Correct answer: B. Facilitate a joint session where both agree on shared, measurable success criteria and record them
Shared, measurable success criteria agreed early prevent constant conflict later, and the project manager should try to resolve it with the people involved first. Escalating to the sponsor skips the team-level attempt and can damage working relationships.

Question 6Business Environment⚑ Flag

During risk planning for a predictive construction project, the team quantifies two risks. There is a 30% chance that soil testing reveals contamination, which would add $40,000 in cost. There is also a 20% chance that a $25,000 supplier rebate becomes available if materials are ordered in bulk. Based on these two risks only, how much contingency reserve should the project manager recommend?

A$7,000 B$12,000 C$17,000 D$15,000

Correct answer: A. $7,000
EMV combines threats and opportunities. The threat is 0.30 x $40,000 = $12,000 of expected cost and the opportunity is 0.20 x $25,000 = $5,000 of expected savings. The net exposure is $12,000 - $5,000 = $7,000.

Question 7Process⚑ Flag

An agile team building a customer portal has had two increments rejected at sprint review because pages load too slowly under real traffic. The developers say performance testing is 'something ops does later.' The product owner is frustrated. What should the project manager do FIRST?

AAdd a dedicated hardening sprint before each planned release BAsk the product owner to write separate performance user stories for each sprint backlog CAsk the operations group to run load tests on every increment DWork with the team to add performance criteria to the definition of done

Correct answer: D. Work with the team to add performance criteria to the definition of done
The increments fail because the team's idea of 'done' leaves out performance. Adding performance criteria to the definition of done builds quality into every increment instead of inspecting it in later. Hardening sprints and handoffs to ops push the problem downstream.

Question 8Process⚑ Flag

A PMO requires every project to complete a 40-page planning template. A project manager is leading a four-month internal project with a small, co-located team and stable requirements. Much of the template does not apply. What should the project manager do FIRST?

AAssess the project context and propose a tailored set of plan components to the PMO BMove the project to an agile approach so that the template is no longer required CSkip the sections that do not apply and explain the gaps at the first status meeting DComplete every section of the template so the project stays compliant with the PMO

Correct answer: A. Assess the project context and propose a tailored set of plan components to the PMO
Tailoring starts by understanding the project context and agreeing the right level of planning with governance. Skipping sections without agreement breaks the PMO process, while filling every section wastes effort on work that adds no value.

Question 9People⚑ Flag

Midway through a release, an agile team is meeting its sprint goals, but the business reports little improvement in the outcome the project was funded for. When asked, team members say their job is to finish the stories in the backlog. What should the project manager do FIRST?

AAdd business outcome metrics to each team member's performance goals for the remaining sprints BAsk the product owner to rewrite the acceptance criteria so stories are more detailed and testable CRevisit the product vision and roadmap with the team and product owner, linking backlog items to outcomes DReport the gap to the sponsor and request a formal review of the project's business case, benefits, and remaining funding

Correct answer: C. Revisit the product vision and roadmap with the team and product owner, linking backlog items to outcomes
The team has lost sight of why the work matters, so reconnecting the backlog to the vision and intended outcomes is the first step. Escalating to the sponsor is premature because the gap can likely be fixed with the team and product owner.

Question 10Business Environment⚑ Flag

In a predictive infrastructure project, a phase gate review is scheduled for next week. Two deliverables required by the gate criteria will not be complete, and the team lead suggests quietly starting the next phase to protect the schedule. What is the BEST approach?

APresent the true status at the gate and let the governance body decide how to proceed BPostpone the gate review until both deliverables meet the agreed exit criteria in full CAsk the sponsor for informal permission to begin the next phase ahead of the gate DStart the next phase now and report the incomplete items at the gate meeting

Correct answer: A. Present the true status at the gate and let the governance body decide how to proceed
Phase gates exist so the governance body can make informed go or no-go decisions, including a conditional approval. Postponing the gate looks careful, but it removes that decision from the people who own it and hides schedule pressure.

Question 11Process⚑ Flag

On a predictive construction project, the lead structural engineer is overallocated in weeks 6 through 8. The contract end date is firm, and the overallocated activities have between 5 and 10 days of total float. The project manager wants to fix the overallocation without moving the end date. Which technique is BEST?

AResource leveling, which moves activities to match the engineer's availability even if the end date shifts BFast tracking, which runs the overallocated activities in parallel to free up the engineer sooner CCrashing, which adds paid resources to the critical path activities in weeks 6 through 8 DResource smoothing, which adjusts the activities only within their available float

Correct answer: D. Resource smoothing, which adjusts the activities only within their available float
Resource smoothing adjusts activities only within their free and total float, so the critical path and end date do not change. Leveling can push the end date, which the firm contract does not allow. Crashing and fast tracking compress the schedule and do not address the overallocation itself.

Question 12People⚑ Flag

Halfway through an agile project, a newly appointed head of compliance joins the steering group. She asks to formally sign off every requirement document before developers start any work, as she did on past projects. What is the BEST approach?

ACreate formal requirement documents for her sign-off so that the compliance risk is fully removed BInvite her into backlog refinement so compliance acceptance criteria are built into each story CExplain that agile teams do not produce documents and ask her to review only the finished product DAsk the sponsor to exempt the agile team from compliance sign-off for the remainder of the project

Correct answer: B. Invite her into backlog refinement so compliance acceptance criteria are built into each story
Bringing her into refinement meets her real need, compliance assurance, inside the agile way of working. Producing heavy documents adds delay and wastes effort, while telling her to wait for the finished product ignores a valid concern.

Question 13Business Environment⚑ Flag

A project manager on a predictive infrastructure project has ranked all identified risks using a probability and impact matrix. The sponsor now asks how likely it is that the project will finish by the contractual date, and how much schedule reserve is needed for 85% confidence. What should the project manager do NEXT?

ARe-score the highest risks on the matrix using a more detailed five-point rating scale BAdd a fixed 10% buffer to the schedule based on common industry rules of thumb CRun a quantitative analysis, such as a Monte Carlo simulation of the schedule model DAsk each risk owner to estimate their own confidence in meeting the end date

Correct answer: C. Run a quantitative analysis, such as a Monte Carlo simulation of the schedule model
A probability and impact matrix is qualitative and cannot give the probability of meeting a date. Quantitative analysis such as Monte Carlo simulation models the combined effect of risks and shows the reserve needed for a chosen confidence level.

Question 14Process⚑ Flag

On a predictive manufacturing project, the quality engineer shows a control chart for a machined part. All measurements are inside the control limits, but the last seven consecutive points sit above the mean. The production lead says nothing is wrong because no point breached a limit. What should the project manager do?

ATighten the upper control limit so future drift is caught sooner BTreat the process as out of control and investigate for a special cause CAsk the customer to widen the specification limits for the part DAccept the results because every point is still within the upper and lower control limits

Correct answer: B. Treat the process as out of control and investigate for a special cause
Under the rule of seven, seven consecutive points on one side of the mean signal a non-random pattern, even when every point is inside the limits. The process should be treated as out of control and the cause investigated. Changing limits or specs hides the problem.

Question 15Process⚑ Flag

A product owner asks when the next release can ship. The remaining release backlog is 198 story points. Over the last four two-week sprints the team completed 30, 36, 33, and 33 points. Which forecast should the project manager share?

AExactly 6 sprints, based on the average velocity of 33 points per sprint BBetween 5 and 6 sprints, based on the highest velocity the team has reached CAbout 8 sprints, adding two extra sprints to absorb any delivery risk DBetween 6 and 7 sprints, using the lowest and highest observed velocity

Correct answer: D. Between 6 and 7 sprints, using the lowest and highest observed velocity
Dividing 198 by 36 gives 5.5 sprints and dividing by 30 gives 6.6, so a range of 6 to 7 sprints is honest. A single number from the average hides the real spread in velocity and sounds more certain than the data allows.

Question 16People⚑ Flag

A predictive infrastructure project is in execution when the original sponsor leaves the company. The new sponsor, in her first meeting with you, mentions priorities that differ from those you have been working toward. What should the project manager do FIRST?

AContinue executing to the approved baseline, since the charter remains valid until formally changed BReview the project charter and business case with the new sponsor to confirm or realign objectives CInform the team right away that priorities are shifting so they can begin preparing for new work DSubmit a change request to update the scope baseline so it reflects the new sponsor's stated priorities

Correct answer: B. Review the project charter and business case with the new sponsor to confirm or realign objectives
A new sponsor needs to understand and own the project's purpose, so the charter and business case are the right starting point for that conversation. Raising a change request first jumps ahead before anyone knows whether the objectives truly need to change.

Question 17Business Environment⚑ Flag

A newly formed PMO in an organization adopting agile asks all Scrum teams to submit weekly Gantt charts and percent-complete reports. Team members complain this adds work and does not reflect how they plan. What should the project manager do?

ATell the PMO the agile teams are exempt from predictive reporting requirements BAsk the sponsor to overrule the PMO so the teams can keep their current practices CMeet with the PMO to agree on agile metrics that still meet its oversight needs DComply with the PMO request and assign a team member to produce the Gantt charts

Correct answer: C. Meet with the PMO to agree on agile metrics that still meet its oversight needs
The PMO has a valid need for oversight, and burnup charts, release forecasts and demos can meet it without forcing a predictive format. Simply complying keeps the peace but adds waste and gives the PMO data that does not reflect real progress.

Question 18Process⚑ Flag

After the project manager applies a resource optimization technique to a predictive schedule, the forecast finish date moves out by three weeks. The sponsor is surprised, because no scope was added and no estimates changed. Which explanation is MOST likely?

AResource leveling delayed some activities beyond their float, which created a new and longer critical path BThe schedule model was fast tracked, which introduced rework that extended the remaining activity durations CThe team padded the remaining estimates once they saw that the shared resources were overallocated DResource smoothing was applied, which always extends the critical path by the amount of overallocation

Correct answer: A. Resource leveling delayed some activities beyond their float, which created a new and longer critical path
Resource leveling resolves overallocation by delaying work until the resource is free, and it can move activities past their float. That often changes the critical path and extends the finish date. Smoothing, by definition, stays within float and does not move the end date.

Question 19People⚑ Flag

During planning on a predictive infrastructure project, the project manager's power/interest analysis shows a regional vice president has high power but little interest in project details. What should the project manager plan for this stakeholder?

AWeekly detailed meetings to make sure the vice president stays closely involved in every decision BOnly general monitoring, since the vice president has shown little interest in the project so far CAn invitation to every design review, so the vice president can raise objections early on DConcise, targeted updates on items affecting the region, as set out in the engagement plan

Correct answer: D. Concise, targeted updates on items affecting the region, as set out in the engagement plan
High-power, low-interest stakeholders should be kept satisfied with focused information that matters to them. Weekly detailed meetings would overload someone who does not want detail and may turn interest into irritation.

Question 20Business Environment⚑ Flag

In a hybrid project, the risk register lists a vendor delay risk with a clear trigger and a response plan, but the owner column says 'Team'. The trigger occurred two weeks ago, yet nobody acted because each person assumed someone else was watching it. The delay has now become an issue. To prevent this with other risks, what is the BEST action?

AAssign one named person to own each risk, watch its triggers, and drive its response BEscalate the vendor delay to the sponsor and request that the vendor be replaced now CMake the project manager the owner of all risks so that one person tracks every trigger DReview the full risk register at every daily standup so the whole team stays alert

Correct answer: A. Assign one named person to own each risk, watch its triggers, and drive its response
Shared ownership often means no ownership. Each risk needs one named owner who monitors its triggers and makes sure the agreed response happens. The project manager oversees the process but should not own every risk.

Question 21Process⚑ Flag

A hybrid project delivering medical scheduling software is getting a high number of customer-reported defects, and support costs are climbing. The sponsor proposes cutting the training and design review budget to pay for more support staff. What is the BEST response from the project manager?

AAgree, since external failure costs must be covered before anything else BMove the training budget into extra end-of-cycle inspection and testing CShow that more spending on prevention lowers the total cost of quality DAsk the vendor to absorb the support costs through a contract change

Correct answer: C. Show that more spending on prevention lowers the total cost of quality
Training and design reviews are prevention costs, which are usually the cheapest way to reduce failures. Cutting them tends to raise external failure costs even more. The project manager should use cost of quality data to show this trade-off.

Question 22Process⚑ Flag

During planning for a warehouse construction project, the procurement lead and the resource lead each submit their subsidiary plans. The procurement plan has steel delivered in week 10, but the resource plan has the steel crew released in week 8. The plan has not yet been baselined. What should the project manager do NEXT?

AEscalate the conflict to the sponsor and ask which subsidiary plan should take priority BAsk both leads to settle the dates between themselves and send back one combined plan CApprove both plans now and resolve the timing conflict once execution begins DWork with both leads to resolve the conflict so the plan is integrated before approval

Correct answer: D. Work with both leads to resolve the conflict so the plan is integrated before approval
Integrating subsidiary plans so they are consistent is the project manager's job before the plan is baselined. Escalating to the sponsor is premature because this is a normal planning conflict the project manager should own and facilitate.

Question 23People⚑ Flag

Your hybrid project is bringing in two external vendors, each supplying a team that will work alongside your internal developers. Both vendors have their own delivery methods and internal success metrics. What is the BEST approach to build a common direction across all three teams?

ALet each vendor keep its own methods and track their output only through the contract milestones BAssign a coordinator from your team to translate goals separately for each vendor's team lead CRequire each vendor to adopt your organization's delivery processes exactly as written in the project management plan DHold a joint chartering session where all teams agree on the shared vision, goals, and working agreements

Correct answer: D. Hold a joint chartering session where all teams agree on the shared vision, goals, and working agreements
A joint chartering session gives everyone the same understanding of the goal and how they will work together. Forcing one process on everyone ignores tailoring and the value the vendors bring, and it will not build shared commitment.

Question 24Business Environment⚑ Flag

On a hybrid product launch, two steering committee members disagree on which of two epics should be delivered first. Each asks the project manager to support their position, and the next release planning session is in three days. What should the project manager do NEXT?

AAsk the product owner to split the release so each member gets part of their epic BPrepare impact data for both options and take it to the sponsor per the escalation path CDelay release planning until the two members reach agreement between themselves DPick the epic with the higher estimated business value and inform both members afterward

Correct answer: B. Prepare impact data for both options and take it to the sponsor per the escalation path
When decision makers conflict, the PM provides objective impact data and follows the defined escalation path so the right authority decides. Picking an epic alone oversteps the PM's decision rights, even if the value estimate looks sound.

Question 25Process⚑ Flag

On a hybrid software project, the QA lead and the development lead each believe they are the one who approves the test strategy. Testers are receiving conflicting direction, and two sprints of test automation work have been redone. What is the BEST action for the project manager?

ALet both leads approve the test strategy jointly so neither of them feels excluded from the decision BAsk the testers to follow whichever lead is more senior until the release has been completed CUpdate the RACI chart with both leads so one person is accountable and the other is consulted DEscalate the conflict to the sponsor and ask the sponsor to decide which lead should give direction

Correct answer: C. Update the RACI chart with both leads so one person is accountable and the other is consulted
A RACI chart should have exactly one Accountable person per deliverable. Working it out with both leads removes the confusion at its source and keeps the decision within the team. Joint approval or escalation leaves the root cause unresolved.

Question 26People⚑ Flag

On a hybrid program, two business units each believe their features will be in the first release. The product owner has been prioritizing the backlog alone, and neither unit understands how decisions are made. What should the project manager do?

ALet the product owner keep deciding quietly, because changing the process now could cause new conflict BEscalate to the program sponsor and ask for a ruling on which business unit should be served first CSplit the first release into two smaller releases so that each business unit gets its own feature set DHelp the product owner make the prioritization criteria visible and run a joint release-goal session

Correct answer: D. Help the product owner make the prioritization criteria visible and run a joint release-goal session
Transparent criteria and a shared release goal build trust and align expectations without taking authority away from the product owner. Splitting the release avoids the conversation and may reduce the value delivered.

Question 27Business Environment⚑ Flag

To address the risk that the main contractor lacks capacity, a project manager on a predictive project decides to split the work between two contractors. A team member points out that having two contractors on the same site could cause coordination problems and disputes over interfaces. What should the project manager do?

ATreat the coordination problem as residual risk and accept it without further planning BAsk the two contractors to agree between themselves how they will handle the interfaces CLog this as a secondary risk, analyze it, and plan a response for it in the register DCancel the split and go back to a single contractor to avoid introducing any new risk

Correct answer: C. Log this as a secondary risk, analyze it, and plan a response for it in the register
A new risk created by a risk response is a secondary risk. It should be identified, analyzed, and given its own response in the risk register. Residual risk is what remains of the original risk after the response, which is a different thing.

Question 28Process⚑ Flag

A hybrid infrastructure team has logged 180 defects across 14 categories over the last quarter. Capacity is limited, and stakeholders disagree about which problems to tackle first. Which approach should the project manager use to decide where to focus?

ACreate a control chart of the defects logged in each week BBuild a Pareto chart to find the few categories causing most defects CHold a vote among the key stakeholders on which defect category matters most to them DRun a scatter diagram comparing defect counts with team size

Correct answer: B. Build a Pareto chart to find the few categories causing most defects
A Pareto chart ranks defect categories by frequency so the team can attack the vital few that cause most of the problems. That gives the best return on limited capacity. A vote is subjective, and the other charts answer different questions.

Question 29Process⚑ Flag

A newly formed agile team is starting a product whose market direction is still uncertain. The sponsor asks the project manager for a detailed 12-month plan showing every feature and its delivery date. What is the BEST response?

ABuild the detailed 12-month plan the sponsor requested so the funding stays secure BExplain that agile teams do not plan beyond the current sprint and decline the request CProvide a product roadmap with near-term releases in detail and later work at a high level DPlan only the next sprint in detail and promise a longer plan once velocity is known

Correct answer: C. Provide a product roadmap with near-term releases in detail and later work at a high level
A roadmap with progressive elaboration gives the sponsor a long-term view while staying honest about uncertainty. A detailed 12-month feature plan would create false precision, and refusing to plan at all ignores a fair need for direction.

Question 30People⚑ Flag

An agile team is starting work on a minimum viable product, but members keep debating which features belong in the first release. The product owner has a vision statement, but the team finds it too high-level to guide these choices. What should the project manager do NEXT?

AFacilitate a story-mapping session that ties the vision to user journeys and a first release slice BAsk the product owner to choose the first-release features alone and share the final list CAsk the sponsor to rewrite the vision statement with more detail about features and delivery dates DSuggest the team build all candidate features quickly and let users decide during the first review

Correct answer: A. Facilitate a story-mapping session that ties the vision to user journeys and a first release slice
Story mapping turns a high-level vision into a visible, shared picture of user needs and helps the team agree on a sensible first slice. Having the product owner decide alone may be fast, but it leaves the team without the shared understanding they asked for.

Question 31Business Environment⚑ Flag

A project manager takes over a predictive construction project midway. A supplier has just reported a three-week delay, and the PM finds that the governance plan defines no tolerance limits for schedule or cost variance. What should the project manager do FIRST?

AAsk the supplier to commit to a recovery plan before informing any stakeholders BWork with the sponsor to define tolerance limits and the matching escalation path CReport the delay to the steering committee since every variance must be escalated DAbsorb the delay using float and avoid raising the issue until it grows larger

Correct answer: B. Work with the sponsor to define tolerance limits and the matching escalation path
Without tolerance limits nobody knows which variances the PM can handle and which must go up, so defining them with the sponsor fixes the root gap. Escalating everything sounds safe, but it floods leaders with noise and still leaves the governance gap open.

Question 32Process⚑ Flag

A hybrid project builds a medical device. Its agile firmware team shares six hardware test rigs with another program. Twice this month the team arrived for planned testing and found every rig in use, which blocked sprint goals. What should the project manager do NEXT?

AAgree a shared booking schedule with the other program and factor rig availability into sprint planning BAsk the team to reorder the backlog so no story needs a test rig until the other program finishes CBuy two more test rigs at once so the firmware team never has to depend on the other program's schedule again DAsk the functional manager to give the firmware team exclusive use of the rigs during every sprint

Correct answer: A. Agree a shared booking schedule with the other program and factor rig availability into sprint planning
Physical resources must be planned and coordinated like people. A shared booking schedule fixes the conflict quickly, and adding rig availability to sprint planning stops it from coming back. Buying equipment or demanding exclusive use should only follow analysis and agreement.

Question 33People⚑ Flag

On a predictive ERP rollout, the stakeholder engagement assessment matrix shows the warehouse supervisors as resistant, while the desired level is supportive. Go-live is four months away. What should the project manager do FIRST?

AAsk the sponsor to issue a directive that requires supervisors to support the new system BRecord the resistance as an issue and assign the operations manager to resolve it by go-live CMeet with supervisor representatives to understand the reasons behind their current resistance DIncrease the number of status emails to the supervisors so they feel informed about the project

Correct answer: C. Meet with supervisor representatives to understand the reasons behind their current resistance
You cannot plan an effective engagement strategy until you know why people resist. A sponsor directive may force compliance on paper but tends to deepen resistance and hide real concerns.

Question 34Business Environment⚑ Flag

An agile team is planning the next iteration and has room for one more item of similar size. Feature F is expected to deliver $40,000 in business value. A technical story would remove a performance risk that has a 50% chance of causing $100,000 in rework later. The product owner prefers Feature F because customers can see it. What should the project manager advise?

APick the risk story, since removing $100,000 of possible rework beats the $40,000 value BSplit both items in half so the team delivers part of each within the same iteration CPick Feature F, since customer-facing value should always come before technical work DPick the risk story, since removing $50,000 of expected loss beats the $40,000 value

Correct answer: D. Pick the risk story, since removing $50,000 of expected loss beats the $40,000 value
A risk-adjusted backlog ranks risk responses alongside features by value. The risk's expected value is 0.50 x $100,000 = $50,000, which is more than the $40,000 from Feature F. Using the full $100,000 impact ignores probability.

Question 35Process⚑ Flag

An agile team's escaped defects have risen for three sprints in a row. The team lead suggests adding a full manual regression cycle at the end of each sprint. The retrospective is tomorrow. What should the project manager do?

AApprove the manual regression cycle so defects stop reaching users BLower the sprint commitment so developers have more time to test CReport the defect trend to the sponsor and request a dedicated tester to join the team next sprint DAsk the team in the retrospective to find root causes and pick one improvement to try

Correct answer: D. Ask the team in the retrospective to find root causes and pick one improvement to try
The retrospective is where the team should examine why defects escape and agree on an improvement experiment for the next sprint. Jumping to a fix before finding the root cause may add cost without solving the problem. Self-organizing teams own their process improvements.

Question 36Process⚑ Flag

A software team runs two-week sprints, while a hardware vendor delivers boards at fixed quarterly milestones. In the last two quarters, integration problems were discovered only after each board arrived, causing weeks of rework. What should the project manager do?

APlan joint integration points at the vendor milestones and align sprint goals to them BMove the software team to a predictive schedule that exactly mirrors the vendor milestones CAdd an extra testing phase right after each board arrives to catch problems sooner DRequire the hardware vendor to change its delivery model to two-week sprints

Correct answer: A. Plan joint integration points at the vendor milestones and align sprint goals to them
Aligning cadences around shared integration points lets each side keep a suitable approach while reducing late surprises. Adding a test phase after arrival still finds problems late, and forcing the vendor into sprints is often not realistic for hardware.

Question 37People⚑ Flag

On a predictive construction project, site crews say they do not see how their daily tasks connect to the larger goal of opening a community hospital. Morale and attention to detail have started to slip. What is the BEST action for the project manager?

AAsk site supervisors to remind crews more often of the schedule deadlines and penalties BShare how each crew's deliverables contribute to the hospital's opening and the community benefit CIncrease quality inspections on site to catch the errors that are being caused by the drop in attention to detail DOffer a completion bonus to crews who meet their milestones without any quality defects

Correct answer: B. Share how each crew's deliverables contribute to the hospital's opening and the community benefit
People commit more when they understand the purpose behind their work, so connecting daily tasks to the hospital's benefit addresses the root cause. More inspections treat the symptom and do nothing to rebuild motivation.

Question 38Business Environment⚑ Flag

An organization running a mix of agile and predictive projects wants a PMO that offers templates, coaching and lessons learned, but leaders do not want it to enforce compliance or manage projects directly. Project managers will keep full control of their methods. Which PMO structure BEST fits this need?

AA directive PMO that assigns its own project managers and owns delivery outcomes BA portfolio PMO that selects projects and approves funding for each delivery team CA controlling PMO that audits methods and requires standard templates on all projects DA supportive PMO that provides tools, coaching and knowledge on a consultative basis

Correct answer: D. A supportive PMO that provides tools, coaching and knowledge on a consultative basis
A supportive PMO acts as a consultant and resource hub with a low degree of control, which matches the stated need. A controlling PMO also supplies templates, but it requires compliance, which leaders explicitly do not want.

Question 39Process⚑ Flag

An agile team needs an experienced application security specialist for the next three sprints to complete authentication features. The functional manager offers a junior analyst who has never done security testing, because the senior specialist is busy on another project. What should the project manager do FIRST?

AHire an external contractor right away so that the security work is not delayed for even a single sprint BAsk the product owner to remove the authentication features from the release to avoid the skill gap CReview the skill gap with the team and negotiate with the functional manager using the release impact DAccept the junior analyst and plan to cover the knowledge gap through extra testing in later sprints

Correct answer: C. Review the skill gap with the team and negotiate with the functional manager using the release impact
Team acquisition often means negotiating with functional managers, and a clear picture of the impact makes that negotiation work. Assessing the gap first gives the facts needed to get the right person or agree a sensible alternative. Hiring or cutting scope before understanding the gap is premature.

Question 40People⚑ Flag

A sponsor new to agile asks the team to produce a detailed Gantt chart showing every task through the end of the year. The team works in two-week sprints with a product roadmap and release burnup. What is the BEST response from the project manager?

AAsk the team to estimate every task for the year so a complete and accurate Gantt can be created BAsk what the sponsor needs to know and show how the roadmap and burnup can answer those questions CBuild the Gantt chart as requested, because the sponsor funds the project and sets reporting needs DExplain politely that Gantt charts are not used in agile and decline to produce one for the sponsor

Correct answer: B. Ask what the sponsor needs to know and show how the roadmap and burnup can answer those questions
The project manager should understand the information need behind the request and tailor existing artifacts to meet it. Building a year-long Gantt chart creates false precision and work that agile planning deliberately avoids.

Question 41Business Environment⚑ Flag

An agile team must decide whether a new message queue technology can handle the expected peak load. Estimates for the related user stories range from 3 to 21 points because nobody on the team has used it before. The product owner wants to commit to a release date this week. What should the project manager suggest FIRST?

AAdd a 50% buffer to the release date to cover the uncertainty in the team's estimates BReplace the new technology with one the team already knows to remove the uncertainty CRun a short, time-boxed spike to test the technology under load before estimating DUse the average of all the estimates so the product owner can commit to a date now

Correct answer: C. Run a short, time-boxed spike to test the technology under load before estimating
A spike is a time-boxed experiment that reduces uncertainty before the team commits. It gives real data on whether the technology works and supports a more reliable estimate. Averaging or padding estimates hides the risk instead of reducing it.

Question 42Process⚑ Flag

A regulator asks a predictive construction project for evidence that its testing procedures are being followed and are effective. The project has hundreds of passed inspection records. The site manager suggests sending the inspection logs. What should the project manager do?

AConduct a quality audit of the processes and share the findings BAsk the regulator to accept the signed quality management plan CSend the inspection logs, since they show every deliverable passed DHave an independent team re-inspect a sample of finished work

Correct answer: A. Conduct a quality audit of the processes and share the findings
The regulator wants confidence in the process, which is quality assurance, not more product checks, which is quality control. A quality audit examines whether processes are followed and effective. Inspection logs only show that individual outputs passed.

Question 43Process⚑ Flag

While finalizing the project management plan for an ERP rollout, the project manager notices that the quality management plan calls for three rounds of user acceptance testing. None of this testing appears in the schedule or the cost estimates. The baselines have not yet been approved. What should the project manager do NEXT?

ARemove the extra testing rounds from the quality plan to keep the baselines aligned BAdd the testing work to the schedule and cost estimates so the plan components agree CRaise a change request so the testing can be added through integrated change control DCover the testing cost from management reserve when the testing work actually starts

Correct answer: B. Add the testing work to the schedule and cost estimates so the plan components agree
The plan is not yet baselined, so the project manager simply integrates the components by adding the testing work to schedule and cost. A change request is only needed after baselines are approved, so it adds needless overhead here.

Question 44People⚑ Flag

Two departments are merging their reporting processes through a hybrid project. Early discussions show that one department measures success by cost savings while the other measures it by reporting speed, and each assumes its own metric is the project's goal. What should the project manager do?

AFacilitate a session with both departments to agree on shared success measures tied to the business case BTrack both metrics separately and report each department's results to its own manager CEscalate to the steering committee and ask it to decide which department's metric takes priority DChoose the metric that aligns most closely with the sponsor's strategy and communicate it to both groups

Correct answer: A. Facilitate a session with both departments to agree on shared success measures tied to the business case
Agreeing on shared success measures, anchored in the business case, creates one direction both groups can support. Escalating may get a decision, but it skips the chance to build alignment at the working level first.

Question 45Business Environment⚑ Flag

An agile team is building a patient portal for a healthcare provider. During a sprint review, a tester notes that a new feature writes patient identifiers to unencrypted application logs. The feature is scheduled for release in two days. What should the project manager do FIRST?

AAllow the release on schedule and add an encryption story to the top of the next sprint backlog BAsk the developer who wrote the feature to quietly fix the logging before release CRaise it with the product owner and compliance lead and treat it as a release blocker DDocument the finding in the risk register and monitor it until the next audit cycle

Correct answer: C. Raise it with the product owner and compliance lead and treat it as a release blocker
Exposing patient data is a regulatory breach, not a normal defect, so the right owners must know now and the release should not ship with it. Releasing and fixing later sounds agile, but it knowingly puts protected data at risk.

Question 46Process⚑ Flag

For two sprints, a functional manager has been pulling a key agile team member away for about half of each day to support production issues. No one told the project manager, and team velocity has dropped by 30 percent. What should the project manager do FIRST?

AReport the problem to the sponsor and ask for the team member to be moved fully onto the project BMeet the functional manager to show the impact and agree how much capacity the member can commit CQuietly reduce the sprint scope so that the lower velocity does not show up in the sprint reports DTell the team member to decline any production support requests until the release has shipped

Correct answer: B. Meet the functional manager to show the impact and agree how much capacity the member can commit
In a matrix setting, the project manager should first work directly with the functional manager. Showing the impact and agreeing a realistic capacity commitment keeps resource calendars and forecasts accurate. Escalation is the next step only if this does not work.

Question 47People⚑ Flag

On a hybrid project, a vendor is building a key component. During a review, the client states acceptance criteria that differ noticeably from what the vendor says it agreed to deliver. Both sides are frustrated. What should the project manager do FIRST?

AInstruct the vendor to meet the client's criteria, because client satisfaction comes first BEscalate the matter to procurement so that the legal team can handle the contract dispute CAccept the vendor's version, since the vendor has the signed agreement on its side DReview the contract and requirements documentation to confirm what was actually agreed

Correct answer: D. Review the contract and requirements documentation to confirm what was actually agreed
Checking the agreement and requirements gives an objective basis for aligning both parties. Telling the vendor to comply without checking may trigger claims and cost the project money it did not plan for.

Question 48Business Environment⚑ Flag

On a hybrid project, the team learns that a new automated testing tool could cut three weeks from the schedule if an expert configures it. The organization has one certified specialist, who is currently assigned to a low-priority internal task. The project manager wants to make sure this benefit is fully realized. Which response is BEST?

ASecure the certified specialist for the project so the time saving is sure to happen BRaise the odds of success by sending two team members on a vendor training course CNote the opportunity in the register and take advantage of it if it happens on its own DPartner with the tool vendor and share part of the savings in return for their support

Correct answer: A. Secure the certified specialist for the project so the time saving is sure to happen
When the goal is to make sure an opportunity definitely happens, the response is to exploit it. Securing the only qualified expert removes the uncertainty. Training others would only enhance the probability, and accepting does nothing to capture the benefit.

Question 49Process⚑ Flag

A predictive project has these activities: A (3 days) starts the project; B (5 days) and C (4 days) both follow A; D (6 days) follows B; E (2 days) follows C; F (3 days) follows both D and E. What is the total float of activity C?

A3 days B5 days C7 days D0 days

Correct answer: B. 5 days
Path A-B-D-F is 3+5+6+3 = 17 days and is critical. Path A-C-E-F is 3+4+2+3 = 12 days. The difference of 17 - 12 = 5 days is the float available on C and E.

Question 50Process⚑ Flag

A team ran a suitability assessment for a new customer portal. The results show high requirements uncertainty, but the team has little agile experience and the business can offer a customer representative for only a few hours a month. What is the BEST approach?

APostpone the project until the whole team has completed formal agile training courses BChoose predictive delivery because the team is not yet experienced with agile methods CChoose pure agile delivery because high uncertainty always calls for an agile method DChoose a hybrid approach and close the gaps through coaching and more customer access

Correct answer: D. Choose a hybrid approach and close the gaps through coaching and more customer access
The assessment points toward agility, but the gaps in experience and customer access need to be addressed, which a tailored hybrid plan can do. Pure agile ignores the real weaknesses the assessment revealed, while predictive ignores the high uncertainty.

Question 51People⚑ Flag

Three new members join an agile team in the middle of a release. The existing team has a clear product vision, roadmap, and team charter, but the new members are eager to start coding right away. What is the BEST way to bring the new members into the team's shared vision?

ASend them the vision, roadmap, and charter documents and ask them to confirm they have read them BLet them start on small stories immediately so they learn the vision through hands-on work CAsk the product owner to hold a separate planning session for the new members only DWalk through the vision, roadmap, and charter with them and pair them with existing members

Correct answer: D. Walk through the vision, roadmap, and charter with them and pair them with existing members
Reviewing the vision together and pairing with existing members helps newcomers understand both the goal and how the team works. Sending documents alone gives information but does not build real understanding or connection with the team.

Question 52Business Environment⚑ Flag

Midway through a predictive project to build a manufacturing plant, the government announces a new emissions regulation that will apply before the plant opens. The site supervisor wants to change the design immediately. What should the project manager do FIRST?

AAnalyze the regulation's impact on the project and submit a formal change request BWait for the regulator to publish detailed guidance before taking any further action CAsk the sponsor whether the project can request an exemption from the regulation DApprove the design change now because legal requirements cannot be negotiated

Correct answer: A. Analyze the regulation's impact on the project and submit a formal change request
Compliance is mandatory, but the change still needs impact analysis and a decision through integrated change control. Changing the design at once feels responsible, yet it skips the analysis of cost, schedule and risk that the change control board needs.

Question 53Process⚑ Flag

On a predictive building project, a supplier has been delivering steel weeks before the erection activities start. The site has little storage, and some steel has been damaged by weather and handling. What is the BEST way to prevent this from happening again?

AIncrease each steel order by 10 percent so that damaged pieces can be replaced from extra stock BReplace the supplier with one that has a better record of protecting materials during delivery CAgree just-in-time delivery dates with the supplier that are tied to the erection schedule DRent additional covered storage near the site so that early deliveries can be protected from weather

Correct answer: C. Agree just-in-time delivery dates with the supplier that are tied to the erection schedule
Physical resource management aims to have materials arrive when they are needed. Linking deliveries to the schedule removes the storage and damage problem at its root. Extra storage or extra stock only treats the symptom and adds cost.

Question 54People⚑ Flag

At the start of an agile product effort, stakeholders describe the product in very different ways: one sees a mobile app, another a partner portal, and a third an internal reporting tool. What should the project manager do to BEST align them?

AFacilitate a chartering workshop to create a shared product vision and agreed desired outcomes BSend a survey asking stakeholders to rank the three ideas, and adopt the one with most votes CCollect detailed requirements from each stakeholder and merge them into one specification document DHave the team build a small part of each idea so stakeholders can choose their favorite later

Correct answer: A. Facilitate a chartering workshop to create a shared product vision and agreed desired outcomes
A chartering or vision workshop creates shared understanding of purpose and outcomes before work begins. Merging everyone's requirements into one document hides the conflict instead of resolving it.

Question 55Business Environment⚑ Flag

A project manager leads one of six agile teams in a large program. During planning, the team identifies a risk that a planned change to the company's single sign-on platform could break login for every product in the portfolio, not only theirs. The team has no authority over the platform. What should the project manager do?

AAdd the risk to the team backlog and assign a developer to monitor the platform change BEscalate the risk to the program or portfolio level, where it can be owned and managed CAccept the risk, since the platform is outside the team's scope and outside its control DBuild a separate login method for the product so the team no longer depends on the platform

Correct answer: B. Escalate the risk to the program or portfolio level, where it can be owned and managed
When a risk is outside the project's scope or the project manager's authority, the right response is to escalate it to the level that can own it. Program or portfolio leaders can coordinate across all affected teams. Accepting it or working around it alone leaves the wider threat unmanaged.

Question 56Process⚑ Flag

A predictive data center project is three weeks behind on its critical path. The sponsor has approved extra funds, but the quality lead warns that overlapping design and build would create serious rework risk. What should the project manager do?

AFast track design and build so the three weeks can be regained quickly BCrash critical path activities with the lowest cost per day saved CAdd resources evenly to every activity that is still open DMove the planned go-live date and inform the stakeholders

Correct answer: B. Crash critical path activities with the lowest cost per day saved
Crashing adds resources to critical path activities and suits a situation with available budget and low tolerance for rework. Choosing the cheapest cost per day saved keeps the added cost low. Fast tracking would raise the rework risk the quality lead warned about.

Question 57Process⚑ Flag

During a sprint, a developer adds an export-to-PDF feature that was not in any backlog item, believing users will love it. The product owner did not ask for it. The project manager learns about it at the daily standup. What should the project manager do?

AKeep the feature because it adds value to users at no extra cost to the customer BAsk the developer to remove the feature at once and report the behavior to their line manager CDiscuss it with the developer and product owner and put the idea in the backlog instead DSubmit a change request to the change control board so the feature can be approved

Correct answer: C. Discuss it with the developer and product owner and put the idea in the backlog instead
Building unrequested work is gold plating; the product owner decides what gets built based on value. Keeping the feature seems harmless, but it uses team capacity on work nobody prioritized and may add testing and support costs.

Question 58People⚑ Flag

During a daily standup, two developers start a heated debate about which database design to use. The standup is running well past its timebox and the rest of the team looks frustrated. What should the project manager do FIRST?

AMake the design decision on the spot so the standup can end and the team can move forward BAsk both developers to pause and continue the discussion after the standup with anyone interested CLet the debate continue, since open technical disagreement is a healthy sign in an agile team DAsk the product owner to pick the design because the choice will affect the product's future cost

Correct answer: B. Ask both developers to pause and continue the discussion after the standup with anyone interested
Moving the discussion out of the standup protects the timebox while still giving the disagreement a proper place to be resolved by the team. Deciding on the spot ends the meeting but takes ownership away from the people who will build and support the design.

Question 59Business Environment⚑ Flag

A financial services company uses Scrum teams, and an external regulatory audit is due in six months. The team currently gathers compliance evidence only in a final hardening sprint before release. What is the BEST approach going forward?

AAsk the auditors to review the team's backlog in place of the usual audit evidence BKeep the hardening sprint but extend it so evidence gathering is more thorough CAssign a dedicated compliance analyst to collect all evidence just before the audit DAdd compliance criteria to the definition of done so evidence is built every sprint

Correct answer: D. Add compliance criteria to the definition of done so evidence is built every sprint
Building compliance into the definition of done creates evidence continuously and avoids a risky last-minute scramble. Extending the hardening sprint keeps the same pattern of late discovery, just with more time spent on it.

Question 60Process⚑ Flag

A buyer needs a pump station built. The engineering firm has finished detailed drawings and specifications, material prices are stable, and the buyer's main goal is to know the final cost before work starts. Which contract type is BEST for the buyer?

AFirm fixed price BCost plus fixed fee CTime and materials DCost plus incentive fee

Correct answer: A. Firm fixed price
When scope is fully defined and prices are stable, a firm fixed price contract gives the buyer cost certainty and puts cost risk on the seller. Cost-reimbursable and T&M contracts leave the buyer exposed to overruns.

Question 61People⚑ Flag

In an agile team, a senior marketing manager keeps going directly to developers mid-sprint to request small changes. The developers feel pressured, and the sprint goal is now at risk. What should the project manager do?

AReport the manager's behavior to the sponsor and ask for the interruptions to be stopped right away BAsk the developers to refuse to speak with the manager until the current sprint is fully finished CCoach the manager on bringing requests to the product owner and explain the impact on the sprint DLet the developers accept the small changes, since keeping a senior stakeholder happy matters most

Correct answer: C. Coach the manager on bringing requests to the product owner and explain the impact on the sprint
A servant leader protects the team while guiding the stakeholder to the right channel, the product owner and backlog. Going to the sponsor first escalates before trying a direct, respectful conversation.

Question 62Business Environment⚑ Flag

Over the last four retrospectives, an agile team has listed the same problems: unclear acceptance criteria and late code reviews. Each retrospective ends with a long list of ideas, but nothing changes in the following sprints. What should the project manager do to make the retrospectives more effective?

AHave the team pick one or two actions, assign owners, and add them to the next sprint BHold retrospectives less often so the team has more time to work through the long list CEscalate the repeated problems to the functional managers so they can direct the fixes DRecord the problems in the lessons learned register so that future projects avoid them

Correct answer: A. Have the team pick one or two actions, assign owners, and add them to the next sprint
Retrospectives only work when a small number of improvements are actually acted on. Picking one or two actions, assigning owners, and treating them as sprint work makes change visible. Logging or escalating does not fix the problem for this team now.

Question 63Process⚑ Flag

An agile team has 240 story points left in the release backlog. Its last three sprints delivered 28, 32, and 30 points, and sprints are two weeks long. The team composition will stay the same. About how many weeks should the project manager forecast to finish the backlog?

A20 weeks B8 weeks C12 weeks D16 weeks

Correct answer: D. 16 weeks
Average velocity is (28 + 32 + 30) / 3 = 30 points per sprint. 240 / 30 = 8 sprints, and 8 sprints x 2 weeks = 16 weeks. This should be shared as a forecast that may shift if velocity changes.

Question 64Process⚑ Flag

On a predictive data center project, the WBS has one work package called Testing, estimated at 600 hours over four months. The project manager finds it hard to measure progress or assign clear ownership for it. What is the BEST action?

ADecompose the work package further until each part can be estimated and controlled BAssign the work package to a single senior tester who will track it end to end CTurn the work package into a control account so costs can be tracked separately DKeep the work package as it is and report its status as a weekly percent complete figure

Correct answer: A. Decompose the work package further until each part can be estimated and controlled
A work package should be small enough to estimate, assign, and monitor reliably, so further decomposition is the fix. Reporting percent complete on a huge package hides real progress and makes problems visible only when it is too late.

Question 65People⚑ Flag

On a predictive project, a functional manager tells you he is moving a key engineer to another project next week. You were not consulted, and the engineer's work is on the critical path. What should the project manager do FIRST?

AEscalate to the sponsor immediately and ask her to block the engineer's reassignment until the critical work is finished BInform the team that the schedule will slip and update the forecast in the next status report CReview the resource management plan, then meet the functional manager to understand his needs and negotiate DAccept the change and start searching for a contractor to replace the engineer's skills

Correct answer: C. Review the resource management plan, then meet the functional manager to understand his needs and negotiate
Knowing what was agreed in the resource plan and understanding the manager's reasons lets you look for a solution that works for both projects. Going straight to the sponsor skips a direct conversation that may solve the problem and damages the working relationship.

Question 66Business Environment⚑ Flag

An internal audit of a hybrid project finds that change records for several approved features are incomplete and lack approval dates. The team lead says the features were clearly approved in meetings and wants to dispute the finding. What should the project manager do NEXT?

AAsk the auditor to downgrade the finding since no harm resulted from the gaps BReconstruct the missing approval dates from memory so the records look complete CDispute the finding formally and attach meeting notes that prove the approvals were given DWork with the team and auditor on a corrective action plan and update the process

Correct answer: D. Work with the team and auditor on a corrective action plan and update the process
The records do not meet the standard, so the right response is to correct the gap and fix the process that caused it. Disputing the finding sounds reasonable, but the audit is about traceable evidence, and meeting memories are not that.

Question 67Process⚑ Flag

A cost plus incentive fee contract has a target cost of $200,000, a target fee of $20,000 and a buyer/seller share ratio of 70/30. The seller completes the work for an actual cost of $180,000. What is the total amount the buyer pays?

A$194,000 B$200,000 C$214,000 D$206,000

Correct answer: D. $206,000
The underrun is $200,000 - $180,000 = $20,000, and the seller keeps 30 percent, or $6,000. Fee = $20,000 + $6,000 = $26,000. Total paid = $180,000 + $26,000 = $206,000.

Question 68People⚑ Flag

At a milestone review on a predictive project, the customer says a deliverable is unacceptable, even though it meets every documented specification. The customer seems genuinely surprised by what was built. What should the project manager do NEXT?

AInsist on acceptance, since the deliverable meets every specification the customer approved BReview the requirements and acceptance criteria with the customer to understand the real gap CStart rework immediately so the customer's concern is fixed before the next scheduled milestone DEscalate to the sponsor, because the customer is rejecting a deliverable that meets the contract

Correct answer: B. Review the requirements and acceptance criteria with the customer to understand the real gap
Understanding the gap comes first; if new needs appear, they go through change control. Starting rework immediately bypasses change control and may fix the wrong thing.

Question 69Business Environment⚑ Flag

A predictive project has four phases over two years. The organization's policy is to capture lessons learned at project closure. At the end of phase one, the project manager notices that procurement approvals took twice as long as planned. What is the BEST approach?

AWait for project closure as the policy requires, and include the delay in the final report BAdd extra float to all future procurement activities without discussing it with the team CHold a lessons learned session now and apply the findings to procurement in later phases DRaise a change request to extend the baseline for all remaining procurement activities

Correct answer: C. Hold a lessons learned session now and apply the findings to procurement in later phases
Lessons learned should be captured throughout the project so they can improve the remaining work. Reviewing the delay now lets the team fix the approval process before the next phase. Waiting until closure helps only future projects.

Question 70Process⚑ Flag

On a predictive building project, wall framing cannot start until poured concrete has cured for three days after the pour is finished. The scheduler wants to model this correctly. Which relationship should be used?

AFinish-to-finish with a three-day lag on framing BFinish-to-start with a three-day lag on framing CStart-to-start with a three-day lead on framing DFinish-to-start with a three-day lead on framing

Correct answer: B. Finish-to-start with a three-day lag on framing
Framing can only start after the pour finishes, which is a finish-to-start relationship. The required waiting time is a lag, which delays the successor. A lead would let framing start early, which is the opposite of what is needed.

Question 71Process⚑ Flag

At a sprint review, the product owner rejects a story even though it meets the team's definition of done. The product owner says the story does not apply a discount rule that matters to the business. The team is frustrated and says the rule was never written down. What should the project manager do?

AAccept the story as complete because it meets the definition of done the team agreed BAsk the product owner to write detailed test scripts for every story before planning CHelp the team and product owner agree story-specific acceptance criteria during refinement DAdd the discount rule to the definition of done so the issue cannot happen again

Correct answer: C. Help the team and product owner agree story-specific acceptance criteria during refinement
The definition of done covers quality standards for all work, while acceptance criteria define what one story must do. Adding a business rule to the definition of done mixes the two and would clutter a checklist meant for every item.

Question 72People⚑ Flag

A tester and a developer on your hybrid team have been arguing about whether a defect is really a bug or a missing requirement. Each has emailed you separately asking you to rule in their favor. What is the BEST response?

AAsk the tester to log it as a change request so the question follows the formal process without any further debate BBring them together to discuss the underlying concern and agree on a way forward with the product owner CReview both emails and decide, since the disagreement is slowing down the current iteration DTell both that you will not take sides and they need to sort it out on their own

Correct answer: B. Bring them together to discuss the underlying concern and agree on a way forward with the product owner
Bringing both people together, with the product owner who owns requirements, addresses the real issue and builds their ability to solve problems together. Deciding for them may be faster, but it creates a winner and a loser and teaches them to send every disagreement to you.

Question 73Business Environment⚑ Flag

A project manager on a predictive government contract has identified dozens of compliance requirements from laws, the contract, industry standards and internal policies. The sponsor asks how the team will decide where to focus its limited assurance effort. What is the BEST approach?

AFocus only on legal requirements and leave internal policies to the individual functional teams BAsk the contracting officer to rank the requirements in order of importance CCategorize the requirements by source and consequence and prioritize the highest exposure DTreat every requirement equally and verify each one at the end of the project

Correct answer: C. Categorize the requirements by source and consequence and prioritize the highest exposure
Grouping requirements by source and by the consequence of non-compliance, such as fines, shutdown or reputation damage, lets the team focus where risk is greatest. Focusing only on laws sounds efficient but ignores contractual penalties that can be just as severe.

Question 74Process⚑ Flag

A buyer wants an outside agile team to start building a customer portal within two weeks. The features will change a lot as users give feedback, and the buyer cannot define the full scope yet. The CFO is worried about losing control of costs. Which approach BEST balances flexibility and cost control?

AA time and materials contract with a not-to-exceed value and a review of delivered value each sprint BA cost plus fixed fee contract with no ceiling, so that the vendor can adjust to new requests freely CDelay the contract until all requirements are signed off so that a fixed price can be negotiated DA firm fixed price contract for an estimated full scope, with change control for every new feature

Correct answer: A. A time and materials contract with a not-to-exceed value and a review of delivered value each sprint
T&M fits evolving scope and fast starts, but the buyer carries cost risk. A not-to-exceed cap plus sprint-level reviews of delivered value give the CFO control while keeping flexibility. A fixed price on unknown scope leads to constant change requests and disputes.

Question 75People⚑ Flag

On a hybrid project, the release burnup shows that a feature promised to a key stakeholder will probably not make the next release. The release is six weeks away. What is the BEST action?

AAsk the team to work overtime for the next three sprints so the promised feature can still fit BRemove the feature from the release quietly and include it in the release after that one CWait until the final sprint before release to confirm the forecast before telling the stakeholder DShare the forecast with the stakeholder now and review options with the product owner

Correct answer: D. Share the forecast with the stakeholder now and review options with the product owner
Early, transparent communication with data lets the stakeholder take part in trade-off decisions. Overtime is not a sustainable pace and hides the real capacity problem.

Question 76Business Environment⚑ Flag

A hybrid project team builds and tests hardware units every week. A technician suggests a small change to the order of test steps that she believes could reduce rework. The change would cost little and could easily be reversed. What should the project manager do?

ATry the change on one bench for a cycle, measure the results, and adopt it if it works BAsk her to write a formal proposal for the change control board to review next month CRoll the change out across every test bench right away, since the cost is very low DThank her and add the idea to the lessons learned register for use on the next project

Correct answer: A. Try the change on one bench for a cycle, measure the results, and adopt it if it works
This is the spirit of kaizen: small, frequent improvements tested quickly. A short plan-do-check-act trial gives evidence before wider adoption. A low-risk process tweak does not need a formal board review.

Question 77Process⚑ Flag

During sprint planning, the product owner pushes the team to commit to 45 points because a trade show is coming up. The team's velocity has been steady at about 32 points. The developers look uneasy but say nothing. What should the project manager do?

AEscalate to the sponsor so the trade show date can be moved BSupport the 45-point commitment and plan team overtime to make sure the trade show is covered CGuide the team to plan from its real capacity and help the product owner prioritize DSplit the sprint into two shorter sprints to show more progress

Correct answer: C. Guide the team to plan from its real capacity and help the product owner prioritize
Sprint plans should rest on the team's real capacity and past velocity, not pressure. The project manager, as a servant leader, protects the team and helps the product owner pick the highest-value items for the trade show. Overcommitting usually leads to poor quality and burnout.

Question 78Process⚑ Flag

On a predictive project, the customer's operations manager phones a developer and asks for an extra monthly report, calling it a tiny change. The developer tells the project manager before starting any work. What should the project manager do FIRST?

ATell the customer that the report is out of scope and cannot be added to the project BAsk the sponsor for a quick verbal approval so the developer can start right away CApprove the report since it is small and keeps the customer relationship strong DAnalyze the impact of the request and process it through integrated change control

Correct answer: D. Analyze the impact of the request and process it through integrated change control
Every change request, even a small one, should be assessed for impact and handled through the agreed change process. Rejecting it outright skips the evaluation, and the request may in fact be worth approving once its impact is understood.

Question 79People⚑ Flag

Your agile team is split between two continents. Members in one location complain that recurring team meetings are always set during their late evening, while the other location never has to adjust. What should the project manager do?

AExplain that the meeting times reflect where most of the stakeholders are based and therefore cannot be changed BMove all meetings to the complaining location's daytime, since they raised the issue first CCancel recurring meetings and ask both locations to share updates through written channels only DFacilitate a team discussion to revise the working agreement, for example by rotating meeting times

Correct answer: D. Facilitate a team discussion to revise the working agreement, for example by rotating meeting times
Letting the team revise its own working agreement shares the burden fairly and keeps everyone engaged. Simply moving all meetings shifts the problem onto the other location and creates a new grievance.

Question 80Business Environment⚑ Flag

A marketing director on an agile e-commerce project asks the team to copy real customer records into the test environment so testers can find defects faster. The company's privacy policy restricts use of personal data outside production. What should the project manager do?

AAsk the product owner to decide since test data is part of the product backlog BDecline and help the team use masked or synthetic data that meets privacy policy CCopy only a small sample of real records so the privacy exposure stays limited DAllow it for one sprint only if the testers sign a confidentiality agreement first

Correct answer: B. Decline and help the team use masked or synthetic data that meets privacy policy
Privacy rules apply regardless of the business benefit, and masked or synthetic data meets the testing need without breaking policy. A small sample still violates the policy, so limiting the volume does not make it compliant.

Question 81Process⚑ Flag

A company is deciding whether to build an internal reporting tool or buy a SaaS product. Building costs $120,000 up front plus $2,000 per month to maintain. The SaaS product costs $5,000 per month with no setup fee. The tool will be used for 36 months. What is the BEST decision?

ABuy, because the SaaS option has no up-front cost and therefore has the lowest total cost in any month BBuy, because the build option breaks even only after 40 months, which is beyond the 36-month period CBuild, because the build option breaks even after 30 months and then saves money every month after DBuild, because the build option breaks even after 24 months, well before the 36-month period ends

Correct answer: B. Buy, because the build option breaks even only after 40 months, which is beyond the 36-month period
Monthly saving from building = $5,000 - $2,000 = $3,000. Break-even = $120,000 / $3,000 = 40 months. Since the tool is only needed for 36 months, buying is cheaper ($180,000 vs $192,000 to build).

Question 82People⚑ Flag

Stakeholder attendance at sprint reviews on an agile project has dropped from ten people to two, and feedback now arrives weeks late by email. The product owner is worried the team is building the wrong things. What should the project manager do?

AContinue with the current format, since the product owner can still represent the stakeholders BCancel the sprint reviews and send recorded demos so stakeholders can watch whenever they want CAsk the sponsor to make sprint review attendance mandatory for all of the key stakeholders DFind out why attendance dropped and adjust the review format and timing to make it more useful

Correct answer: D. Find out why attendance dropped and adjust the review format and timing to make it more useful
Understanding the cause and making reviews valuable restores real feedback. Mandating attendance gets bodies in the room but not engaged input.

Question 83Business Environment⚑ Flag

During retrospectives, an agile team says little, and the same two people do most of the talking. The project manager learns that the team's functional manager has been attending to 'keep an eye on progress.' Team members privately say they do not feel safe raising problems. What should the project manager do FIRST?

ARequire each team member to raise at least one problem at every retrospective meeting BPause retrospectives for now until the team feels more comfortable sharing its concerns CAsk the functional manager to stop attending and use techniques that let everyone speak DSend the retrospective notes to the functional manager instead of having them attend

Correct answer: C. Ask the functional manager to stop attending and use techniques that let everyone speak
Retrospectives depend on psychological safety. Removing the source of pressure and using methods such as silent writing or round-robin helps everyone contribute. Forcing input or passing notes to the manager would not create a safe space.

Question 84Process⚑ Flag

A hybrid project's release burnup chart shows the team completing work at a steady rate, but the total scope line has risen in each of the last four sprints. The release date now looks likely to slip. What is the BEST next step?

ASwitch to a burndown chart so the scope changes are less visible BReview scope growth with the product owner and agree on priorities or the date CFreeze the backlog until the current release is delivered DAsk the team to raise its velocity in the coming sprints so it can absorb the new scope

Correct answer: B. Review scope growth with the product owner and agree on priorities or the date
The burnup shows the problem is scope growth, not team speed. The project manager should make this visible to the product owner and stakeholders so they can trade scope, priority, or date. Pushing the team harder or hiding the data does not solve it.

Question 85Process⚑ Flag

A team estimates the story "As a customer, I want to manage my account" at 40 points, which is more than it can finish in one sprint. The product owner wants it done soon. What is the BEST way to handle the story?

ASplit it by layer into user interface, service, and database stories for each sprint BKeep the story whole and carry it across two sprints until all the work is complete CSplit it into thin slices such as update address and change password, each testable DAsk the product owner to lower the story estimate so that it fits into one sprint

Correct answer: C. Split it into thin slices such as update address and change password, each testable
Vertical slices each deliver working, testable value to the user and can be prioritized separately. Splitting by technical layer is tempting, but none of those pieces gives users anything usable on its own.

Question 86People⚑ Flag

Two senior engineers on a predictive project disagree strongly about a design approach, and the dispute is delaying a critical milestone. You have met with them together twice and tried several resolution techniques, but they remain deadlocked. What should the project manager do NEXT?

AEscalate the issue through the defined escalation path to the engineers' functional managers or sponsor BRemove one of the engineers from the project to stop the conflict from spreading CChoose the approach you consider technically stronger and instruct both engineers to proceed with it immediately DAsk the team to vote on the design so the majority view can settle the dispute

Correct answer: A. Escalate the issue through the defined escalation path to the engineers' functional managers or sponsor
Escalation is appropriate once genuine attempts to resolve the conflict at the team level have failed and the issue is hurting the project. Forcing a choice yourself may break the deadlock, but on a technical design matter outside your authority it risks a poor decision and lasting resentment.

Question 87Business Environment⚑ Flag

During a predictive software project, the project manager learns that a developer added a reporting feature after the client asked for it directly. The feature works well and the client is pleased. What should the project manager do FIRST?

AThank the developer for responding quickly to the client and close the matter BEvaluate the impact of the added work and bring it through the change control process CRemove the feature right away because it was never reviewed or approved by the change board DTell the client that all future requests must go through the project manager

Correct answer: B. Evaluate the impact of the added work and bring it through the change control process
Unapproved work is scope creep even when the client likes it, so its impact must be analyzed and formally processed. Removing it at once overreacts before anyone knows its cost, value or effect on the baseline.

Question 88Process⚑ Flag

A hybrid project needs an external partner to modernize a legacy billing platform. An earlier request for information confirmed that several capable vendors exist. The buyer knows the business outcomes it needs but wants vendors to propose their own technical approach and delivery method. Which document should the project manager issue NEXT?

ARequest for proposal BRequest for quotation CInvitation for bid DRequest for information

Correct answer: A. Request for proposal
A request for proposal is used when the buyer wants sellers to propose how they would solve a problem, not just quote a price. An RFQ or IFB fits well-defined items where price is the main factor. The RFI step is already done.

Question 89People⚑ Flag

On a predictive project, an influential department head asks the project manager to add a reporting feature. He says the sponsor already approved it verbally in a hallway conversation. What should the project manager do NEXT?

ADecline the request politely, because the scope baseline was already approved during planning BAdd the feature to the scope, since the sponsor has approved it and the request is fairly small CAsk that the request be submitted as a change request so its impact can be assessed and approved DCall the sponsor to confirm the approval and then ask the team to start on the feature right away

Correct answer: C. Ask that the request be submitted as a change request so its impact can be assessed and approved
Every change, even one said to be sponsor-backed, goes through integrated change control so its impact is understood. Confirming with the sponsor and starting work still skips impact analysis and formal approval.

Question 90Business Environment⚑ Flag

On a hybrid software project, defects found in user acceptance testing have doubled over the last three releases. A senior developer wants to add a second round of manual testing to every release right away. What should the project manager do FIRST?

AApprove the extra round of testing, since quality is falling and action is needed now BReport the rising defect trend to the sponsor and request additional testing resources CAsk the developers who wrote the faulty code to fix their defects outside working hours DFacilitate a root cause analysis with the team to find why the defects are increasing

Correct answer: D. Facilitate a root cause analysis with the team to find why the defects are increasing
Adding more testing treats the symptom without knowing the cause. A root cause analysis, such as five whys or a fishbone diagram, helps the team find what changed and fix it at the source. Improvement actions should be based on evidence.

Question 91Process⚑ Flag

A predictive project reports earned value of $400,000, planned value of $500,000, and actual cost of $450,000. The sponsor asks for a one-line summary of performance. Which statement is accurate?

AAhead of schedule and under budget BBehind schedule but under budget COn schedule but over budget DBehind schedule and over budget

Correct answer: D. Behind schedule and over budget
SPI = EV / PV = 400 / 500 = 0.80, so the project is behind schedule. CPI = EV / AC = 400 / 450 = 0.89, so it is over budget. Both indexes are below 1.

Question 92Process⚑ Flag

A Scrum team's sprint planning sessions regularly run over four hours because the team keeps discussing unclear stories, missing details, and estimates for the first time. The team is losing focus and energy. What should the project manager suggest?

AHold regular backlog refinement so top items are clear and sized before planning BExtend the sprint planning timebox so that the team can finish its discussions CAsk the product owner to write full specifications for every item in the backlog DLimit the number of questions each team member can ask during sprint planning

Correct answer: A. Hold regular backlog refinement so top items are clear and sized before planning
Ongoing refinement makes the top backlog items ready, which keeps sprint planning short and focused. Full written specifications move away from collaboration and still would not replace the conversation the team needs.

Question 93People⚑ Flag

A release is scheduled for tomorrow morning. Two team members get into a minor argument over who should update a shared configuration file, and both look to you to resolve it. What is the BEST approach?

AIgnore the argument, since minor disagreements usually resolve themselves under pressure BAsk a senior team member to take over the file and agree to revisit the issue at the retrospective CAssign the file to the team member who has more experience and close the matter DHold a full conflict-resolution session with both members now so the underlying tension does not grow before release

Correct answer: B. Ask a senior team member to take over the file and agree to revisit the issue at the retrospective
With a release imminent and a low-stakes issue, a quick temporary fix keeps work moving, and the retrospective gives the issue a proper place to be addressed. A full session now uses scarce time on a minor matter right before a release.

Question 94Business Environment⚑ Flag

Halfway through a two-week sprint, a senior stakeholder asks a Scrum team to add a new dashboard feature that a key customer has requested. The team's sprint goal does not include the dashboard. What is the BEST response?

AAdd the dashboard to the current sprint because the request comes from a key customer BAsk the team to work overtime so the dashboard fits without dropping other stories CCancel the sprint and start a new one that includes the dashboard request DDirect the stakeholder to the product owner so the request is ordered in the backlog

Correct answer: D. Direct the stakeholder to the product owner so the request is ordered in the backlog
In agile, new requests go to the product owner, who orders them in the product backlog while the sprint goal stays protected. Adding it now feels customer-focused, but it disrupts the sprint and bypasses the product owner's role.

Question 95Process⚑ Flag

Three vendors passed the screening criteria. The weighted scoring model gives technical approach 60 percent and price 40 percent. Vendor A scored 80 technical and 60 price. Vendor B scored 70 technical and 90 price. Vendor C scored 90 technical and 50 price. Based on the model, which vendor should be selected?

AVendor A, because its weighted score of 72 is the most balanced of the three BVendor C, because it has the highest technical score, which carries the most weight CVendor B, because its weighted score of 78 is the highest of the three vendors DVendor C, because its weighted score of 74 is the highest of the three vendors

Correct answer: C. Vendor B, because its weighted score of 78 is the highest of the three vendors
A = 0.6x80 + 0.4x60 = 48 + 24 = 72. B = 0.6x70 + 0.4x90 = 42 + 36 = 78. C = 0.6x90 + 0.4x50 = 54 + 20 = 74. Vendor B has the highest weighted score.

Question 96People⚑ Flag

A stakeholder satisfaction survey on a predictive project shows a very low score from the finance department, with comments saying they are 'not being heard.' The project is on schedule and within budget. What should the project manager do FIRST?

AReview the engagement plan and past interactions with finance, then meet to hear concerns BReport the survey result to the sponsor and ask for guidance on how to manage finance CAdd finance representatives to every project meeting so they are fully included in decisions DSend finance more detailed weekly reports so they receive all of the information they need

Correct answer: A. Review the engagement plan and past interactions with finance, then meet to hear concerns
Checking how finance was meant to be engaged, and how that went, prepares the project manager to address the real concern. Adding them to every meeting may waste their time and still not answer what they feel is missing.

Question 97Business Environment⚑ Flag

A predictive project will replace the billing system used by 400 staff across three departments. The design is complete and go-live is six months away. The sponsor assumes staff will simply switch over once the system is ready. What should the project manager do NEXT to support the change?

ASchedule training for all staff during the final two weeks before the go-live date BAsk the sponsor to issue a directive requiring all staff to use the new billing system CAssess each department's readiness for the change and how it will affect their work DPublish a detailed system manual on the intranet so staff can learn at their own pace

Correct answer: C. Assess each department's readiness for the change and how it will affect their work
Adoption starts with understanding who is affected and how ready they are. A readiness and impact assessment shows where training, communication, and support are needed. Training or directives without this insight often miss the real barriers.

Question 98Process⚑ Flag

A kanban team's cumulative flow diagram shows the 'In Test' band getting wider every week, while the 'Done' band rises only slowly. Developers keep pulling new items into development. What should the project manager do?

ARaise the issue with the team and set WIP limits so they can swarm on testing BAdd a second test column on the board to split the test work CAsk developers to start more items so the queue never runs dry DReport a schedule delay to stakeholders and reset the release forecast based on current flow

Correct answer: A. Raise the issue with the team and set WIP limits so they can swarm on testing
A widening band on a cumulative flow diagram signals a bottleneck at that stage. WIP limits stop new work from piling up and let the team swarm on testing to restore flow. Starting more items makes the bottleneck worse.

Question 99Process⚑ Flag

During scope validation on a predictive project, a stakeholder says a deliverable is missing a feature she asked for in a requirements workshop. The project manager checks and finds the feature is not in the approved requirements documentation or the scope baseline. What should the project manager do NEXT?

ADecline the request and record the stakeholder's complaint in the issue log BExplain that the deliverable meets approved scope and help her submit a change request CAdd the feature now because it was requested during the original workshop sessions DUpdate the scope baseline directly to include the feature and inform the sponsor

Correct answer: B. Explain that the deliverable meets approved scope and help her submit a change request
The deliverable matches the approved baseline, so any addition must go through change control. Adding the feature directly because it was mentioned once would bypass the baseline and invite uncontrolled scope growth.

Question 100People⚑ Flag

During a retrospective, you notice team members giving short answers and avoiding eye contact. Later, two members tell you privately that there is tension in the team, but they are afraid to speak openly. What should the project manager do?

AUse anonymous input methods and agreed ground rules to make it safe for the team to raise concerns BName the tension openly at the next standup so the team knows you are aware of it and expect them to resolve it CMeet each team member one by one and ask who is causing the tension DBring in HR to run a formal investigation into the team's working relationships

Correct answer: A. Use anonymous input methods and agreed ground rules to make it safe for the team to raise concerns
The team needs psychological safety before it can deal with the conflict, and anonymous input with ground rules helps create it. Calling out the tension publicly may sound direct, but it can make people feel exposed and close up even more.

Question 101Business Environment⚑ Flag

A hybrid medical device project uses agile for software and a predictive, fixed-price contract for the hardware. A proposed change to the device interface affects both the hardware design and several software stories. What should the project manager do?

ASubmit one change request covering both parts and hold all software work until it is approved BAsk the hardware vendor to make the change informally to avoid delaying the software releases CSend the hardware impact to the change board and let the product owner reorder the stories DLet the agile team absorb the entire change through backlog refinement in the next sprint

Correct answer: C. Send the hardware impact to the change board and let the product owner reorder the stories
Each part follows its own change path: the contractual hardware baseline needs formal change control, while the software side is handled through backlog ordering. Freezing all software work is overly heavy and wastes the agile team's flexibility.

Question 102Process⚑ Flag

A seller on a hybrid infrastructure project submits a claim saying the buyer's late design approvals caused a six-week delay and $90,000 in extra cost. The buyer's team believes most of the delay was the seller's fault. What should the project manager do FIRST?

APay the claim in full to protect the working relationship and avoid any further schedule delay BFollow the claims process in the contract, document the facts and try to negotiate a settlement CSend the claim to the legal department so that it can begin preparing for court proceedings DReject the claim, since the seller signed a fixed price contract and accepted the schedule risk

Correct answer: B. Follow the claims process in the contract, document the facts and try to negotiate a settlement
Claims should be handled through the claims administration process defined in the contract. Negotiation is the preferred first step, with alternative dispute resolution if needed. Rejecting, paying or going straight to court skips the agreed process.

Question 103People⚑ Flag

On an agile project, the product owner has been telling stakeholders that a large set of features will be ready by the end of the quarter. The team's velocity data shows only about half of that work is realistic. What should the project manager do?

ATell the stakeholders directly that the product owner's dates are not realistic or reliable BAsk the team to raise their velocity so the product owner's commitments can still be honored CEscalate to the product owner's manager so that future commitments are reviewed before release DMeet privately with the product owner to review velocity and reset forecasts with data

Correct answer: D. Meet privately with the product owner to review velocity and reset forecasts with data
Supporting the product owner privately with empirical data protects trust and resets expectations correctly. Contradicting the product owner in front of stakeholders damages the relationship and team credibility.

Question 104Business Environment⚑ Flag

During the transition period of a predictive project, the warehouse team in one region still keeps stock records in spreadsheets and enters data into the new inventory system only at month end. Other regions use the system daily. What should the project manager do FIRST?

AMeet with the warehouse team to understand why they still rely on spreadsheets BReport the region's non-compliance to its regional director and request enforcement CRemove the team's access to spreadsheets so they have to use the new system each day DSchedule the full training course again for every warehouse worker in that region

Correct answer: A. Meet with the warehouse team to understand why they still rely on spreadsheets
Resistance usually has a reason, such as missing features, weak training, or extra workload. Listening to the team first reveals the real cause so the right fix can be applied. Enforcement or repeated training without knowing the cause can make resistance worse.

Question 105Process⚑ Flag

Executives on a hybrid program say the weekly dashboard is useless. It shows more than 40 metrics, and they cannot tell whether the program is on track. What should the project manager do?

AAdd a summary page at the front that lists every metric in a smaller format BWork with the executives to choose a few KPIs tied to business goals CSend the dashboard less often so each issue gets more attention DReplace the dashboard with a written narrative status report

Correct answer: B. Work with the executives to choose a few KPIs tied to business goals
A useful dashboard shows a small set of KPIs that link to the outcomes stakeholders care about. Working with the executives makes sure the measures fit their decisions. More detail or less frequent updates do not fix the relevance problem.

Question 106Process⚑ Flag

A vendor delivers software under a fixed-price contract with an agreed list of features. The customer works in an agile way and now wants to replace several features that have not been started with new ideas of similar size. What is the BEST approach?

AUse a trade-off clause letting unstarted items be swapped for items of equal size BRenegotiate the full contract price and dates every time a feature is swapped CReject the replacements because the contract fixes the list of features to deliver DAccept all new ideas as extra items to keep the customer satisfied and engaged

Correct answer: A. Use a trade-off clause letting unstarted items be swapped for items of equal size
A swap mechanism keeps the price fair while giving the customer the flexibility agile delivery needs. Rejecting all changes protects the contract but delivers less value, while renegotiating every swap adds heavy overhead.

Question 107People⚑ Flag

A contractor on your predictive project claims that recent work falls outside the agreed scope and demands extra payment. Your team lead believes the work was always included. What should the project manager do FIRST?

ARefuse the claim, since your team lead is confident the work was in scope BApprove the payment to protect the relationship and avoid delays to the schedule CRefer the claim to the legal department so it can be handled as a formal contract dispute with the right expertise DReview the contract terms, statement of work, and change log before discussing the claim with the contractor

Correct answer: D. Review the contract terms, statement of work, and change log before discussing the claim with the contractor
Checking the contract documents first gives you facts to negotiate from rather than opinions. Sending it straight to legal escalates a disagreement that can often be settled through direct, well-informed negotiation.

Question 108Business Environment⚑ Flag

On a predictive project, the change control board has just approved a change that adds two weeks and modest cost. The team is eager to begin the work today. What should the project manager do NEXT?

AUpdate the affected baselines, plans and change log, then inform the stakeholders BSchedule a second review to confirm the board's estimates before doing anything CAsk the sponsor to sign off personally before the change is added to the plan DDirect the team to start the change today since the board has already approved it

Correct answer: A. Update the affected baselines, plans and change log, then inform the stakeholders
After approval, the PM updates baselines and documents and communicates the decision so that work is measured against the right plan. Starting work immediately feels efficient but leaves performance tracked against an outdated baseline.

Question 109Process⚑ Flag

A buyer and seller are negotiating a contract for an agile product build. The buyer expects to reprioritize features often as it learns from users but wants a predictable price per delivery cycle. Which contract structure BEST supports these needs?

AA cost plus fixed fee contract for the whole effort, with the seller billing all actual costs monthly BA time and materials contract with no cap, so that the buyer can add or change features at any time CFixed price per sprint with a clause that lets the buyer swap backlog items of equal size at no charge DOne firm fixed price contract for the full scope, with formal change control on every changed feature

Correct answer: C. Fixed price per sprint with a clause that lets the buyer swap backlog items of equal size at no charge
A fixed price per iteration gives cost predictability, and a 'change for free' clause lets the buyer swap equal-sized backlog items without renegotiating. This matches agile contracting guidance. A single fixed price with change control works against frequent reprioritization.

Question 110People⚑ Flag

On an agile team, the only developer who understands a complex legacy integration will leave the company in six weeks. Much of what he knows is based on years of experience rather than documents. What is the BEST approach?

AArrange pairing and rotation so other developers work on the integration alongside him BAsk him to spend his last six weeks writing complete documentation of the entire integration CStart recruiting a replacement with legacy experience so the gap is filled after he leaves DAdd the knowledge loss to the risk register and monitor it until his last day at the company

Correct answer: A. Arrange pairing and rotation so other developers work on the integration alongside him
Tacit knowledge transfers best through working side by side, such as pairing. Documentation helps with explicit facts but rarely captures the judgment and experience that matter most here.

Question 111Business Environment⚑ Flag

An agile team has released four increments of a customer self-service portal. Analytics show that fewer than 10% of customers use the new features, and call center volume has not dropped. The product owner wants to keep building the remaining features on the roadmap. What should the project manager recommend?

AContinue with the roadmap, since adoption usually rises once all features are delivered BAsk the marketing team to run a campaign that promotes the portal to every customer CReport the low usage to the sponsor and recommend pausing the project until it improves DGather user feedback to find what blocks adoption, and adjust the backlog based on it

Correct answer: D. Gather user feedback to find what blocks adoption, and adjust the backlog based on it
Value comes from people using the product, not just from releasing it. Learning why customers are not using the features lets the product owner remove the real barriers before investing in more work. Promotion alone will not help if the features miss user needs.

Question 112Process⚑ Flag

A predictive project has a budget at completion of $800,000. Halfway through, the CPI is 0.80, and the project manager expects this cost performance to continue. What is the estimate at completion?

A$960,000 B$1,000,000 C$640,000 D$880,000

Correct answer: B. $1,000,000
When current cost performance is expected to continue, EAC = BAC / CPI. 800,000 / 0.80 = $1,000,000. The project should expect a $200,000 overrun unless something changes.

Question 113Process⚑ Flag

On a predictive project, the quality team has inspected a set of deliverables and confirmed that they meet the specifications. A meeting with the customer is scheduled for next week. What should the project manager do NEXT?

AHold a lessons learned session on how the deliverables passed inspection BClose the phase formally and archive the project documents for these deliverables CReview the verified deliverables with the customer to obtain formal acceptance DHand the verified deliverables to the operations team for ongoing support

Correct answer: C. Review the verified deliverables with the customer to obtain formal acceptance
Quality control confirms correctness, but the customer must still formally accept the deliverables through scope validation. Handing them to operations first skips the acceptance step and can leave disputes unresolved later.

Question 114People⚑ Flag

At sprint planning, a newly formed agile team waits for you to assign tasks. One member says, "Just tell us who does what and we will get it done." What is the BEST response?

AAsk the product owner to assign tasks, since the product owner knows the priorities best BCoach the team to discuss the work and pull tasks themselves, guiding them through the first planning CAssign tasks for this first sprint only, then let the team begin self-organizing once members know each other better DAssign tasks based on skills to avoid wasting time in the first sprint

Correct answer: B. Coach the team to discuss the work and pull tasks themselves, guiding them through the first planning
Coaching the team to plan and pull work themselves builds self-organization from the start, which is the servant leader's role. Assigning tasks for just one sprint seems harmless, but it sets a habit of depending on the project manager.

Question 115Business Environment⚑ Flag

During a status meeting on a predictive project, the sponsor tells the team to add a security module that is not in the approved scope. The sponsor says there is no time for paperwork because the project is already late. What should the project manager do FIRST?

AAsk the team to estimate the module privately and add it to the next phase BBegin the module because the sponsor has the authority to approve scope changes CRefuse the request until the sponsor personally writes and submits the paperwork DDocument the request as a change request and analyze its impact for a decision

Correct answer: D. Document the request as a change request and analyze its impact for a decision
Even sponsor requests go through integrated change control, and the PM can help by writing the change request and running the impact analysis. Starting immediately feels respectful of authority but skips the analysis needed to protect the baseline.

Question 116Process⚑ Flag

A predictive project has a BAC of $500,000. At the latest status date, PV is $200,000, EV is $180,000 and AC is $225,000. The cost performance to date is expected to continue for the rest of the project. What is the EAC?

A$555,556 B$625,000 C$694,444 D$545,000

Correct answer: B. $625,000
CPI = EV / AC = 180,000 / 225,000 = 0.80. If current cost performance continues, EAC = BAC / CPI = 500,000 / 0.80 = $625,000.

Question 117People⚑ Flag

A project manager starts planning a predictive project very similar to one that failed two years ago. The old lessons learned are well documented, but the new team says they have 'no time to read old files.' What should the project manager do?

AEmail the old lessons learned to the team and ask everyone to read them in their own spare time BSkip the old lessons, since the new team has different members and different experience levels CWalk the team through the key lessons in planning and add them to the risk register DAsk the PMO to summarize the old lessons and present them at the closing of the new project

Correct answer: C. Walk the team through the key lessons in planning and add them to the risk register
Lessons only add value when they shape current plans, so the project manager should bring them into planning and risk work. Simply emailing them is unlikely to change behavior.

Question 118Business Environment⚑ Flag

A predictive project is closing after delivering a new process expected to cut order processing time by 30% over the next year. The project team will be released next week. The sponsor asks how the organization will make sure the benefit is actually achieved. What is the BEST response?

AHand benefit ownership to an operations owner with agreed measures and review dates BRecord the expected benefit in the final project report and close the project as planned CAsk the PMO to audit the process in twelve months to see whether the benefit was achieved DKeep a small part of the project team in place for a full year to track the benefit

Correct answer: A. Hand benefit ownership to an operations owner with agreed measures and review dates
Benefits are often realized after the project ends, so ownership must move to the business. The benefits management plan should name an operational owner, the measures, and when they will be reviewed. Recording the benefit or auditing later does not sustain it.

Question 119Process⚑ Flag

For two months, a vendor-managed workstream on a hybrid project has reported green status. In informal conversations, several team members say the workstream is weeks behind and the testing environment still is not ready. What should the project manager do FIRST?

AChange the workstream status to red in the next report BEscalate to the sponsor that the vendor is misreporting status CAsk team members to put their concerns in writing first DReview the real progress data with the vendor lead and team

Correct answer: D. Review the real progress data with the vendor lead and team
The project manager should first verify the facts by checking real progress data with the vendor lead and team. That allows honest and accurate reporting. Changing the status or escalating before checking the data could be unfair or wrong.

Question 120Process⚑ Flag

A startup team is building a budgeting app in a crowded market where user behavior is unknown. The founders want all 20 planned features ready before launch. The project manager is worried about spending the budget before learning whether people want the app. What should the project manager recommend?

ARelease a minimal version that tests the core value idea with real users and learn BBuild all 20 features as planned so the app can compete strongly on its launch day CSpend three more months on market research before any development work starts DRelease a private beta with all 20 features to a small group of selected users

Correct answer: A. Release a minimal version that tests the core value idea with real users and learn
An MVP tests the riskiest assumption early with the least investment, so the team can learn before spending everything. More research delays real feedback, and paper studies rarely predict actual user behavior as well as a working product does.

Question 121People⚑ Flag

Your hybrid team wants to use a generative AI tool to write test cases faster. One member suggests feeding real customer records into the tool to make the test cases more realistic. What should the project manager do FIRST?

AApprove the idea, since it will improve test quality and speed up the iteration BBan the AI tool on the project to remove any risk related to customer data CCheck the organization's AI and data privacy policies and agree on safe use, with human review of outputs DAsk the team to try the tool with real customer data on a small sample first and then review the quality of results

Correct answer: C. Check the organization's AI and data privacy policies and agree on safe use, with human review of outputs
Using AI responsibly means checking policy and protecting customer data before use, while keeping people accountable for the output. Banning the tool outright avoids the risk but throws away a useful productivity gain.

Question 122Business Environment⚑ Flag

A product owner wants to swap a story into the current sprint in exchange for one of similar size that has not been started. The developers confirm the swap does not affect the sprint goal. What should the project manager do?

AReject the swap because the sprint backlog is locked once planning is finished BRaise a formal change request so the swap is approved by the change board CAsk the stakeholders to approve the swap at the next sprint review meeting DSupport the developers and product owner in renegotiating the work themselves

Correct answer: D. Support the developers and product owner in renegotiating the work themselves
Scrum allows the product owner and developers to renegotiate sprint scope as long as the sprint goal is not endangered. Locking the sprint backlog sounds disciplined, but it is a misreading of the framework and adds needless rigidity.

Question 123Process⚑ Flag

A project has a BAC of $400,000. To date, EV is $150,000 and AC is $200,000. Management will not increase the budget. Which statement BEST describes the project's cost situation?

ATCPI is 0.75, which matches the current CPI, so the project should finish exactly on budget BTCPI is 1.33 while CPI is 0.80, so a small improvement in efficiency will bring the project on budget CTCPI is 0.80, so the team can perform less efficiently from now on and still finish within the BAC DTCPI is 1.25 while CPI is 0.75, so the remaining work must be done far more efficiently than before

Correct answer: D. TCPI is 1.25 while CPI is 0.75, so the remaining work must be done far more efficiently than before
TCPI = (BAC - EV) / (BAC - AC) = 250,000 / 200,000 = 1.25. CPI = 150,000 / 200,000 = 0.75. The team must jump from 0.75 to 1.25 efficiency, which is a large improvement and a warning sign.

Question 124People⚑ Flag

Two weeks before a hybrid project hands a new customer portal to the operations team, the operations manager says her team is not ready to support it. What should the project manager do FIRST?

AEscalate to the sponsor, as operations agreed to the handover date during the planning BReview the transition plan and readiness criteria with her to find the gaps CDelay the handover until the operations team says it is fully confident to take over DSend the operations team all project documentation so they can prepare on their own

Correct answer: B. Review the transition plan and readiness criteria with her to find the gaps
Identifying specific readiness gaps against the transition plan lets the project manager address them with targeted action. Delaying without knowing the gaps may cost time without fixing the problem.

Question 125Business Environment⚑ Flag

An organization is moving from project-based teams to long-lived agile product teams. Middle managers have started delaying decisions and questioning the change in meetings. Privately, several say they are unsure what their role will be afterwards. What should the project manager do?

AAsk the executive sponsor to remind the managers that the change is mandatory and final BProceed with the transition and let the managers' roles evolve naturally over time CInvolve the managers in shaping their new roles and ask some to be change champions DRun agile awareness training for the managers so they understand the new framework

Correct answer: C. Involve the managers in shaping their new roles and ask some to be change champions
The resistance comes from uncertainty about personal impact. Involving managers in shaping their future roles addresses that fear and turns likely blockers into supporters. Training alone does not answer what happens to them.

Question 126Process⚑ Flag

A sponsor on a hybrid program asks the project manager for the 'percent complete' of the agile workstream so it can be combined with the predictive workstreams. The agile team tracks work in story points against a changing backlog. What is the BEST approach?

AAsk the team to estimate the whole backlog in hours for consistency BReport the number of sprints finished out of the sprints planned CDivide the hours spent so far by the total estimated hours and report that as the percentage DShare a release burnup that shows completed scope, total scope, and a forecast range

Correct answer: D. Share a release burnup that shows completed scope, total scope, and a forecast range
A burnup chart shows completed work against total scope, including scope changes, and supports a realistic forecast range. That gives the sponsor a clear picture without forcing false precision. Hours spent and sprint counts measure effort, not value delivered.

Question 127Process⚑ Flag

A team is delivering a timeboxed release with a fixed regulatory date. Effort is split as Must 60%, Should 25%, and Could 15%. Midway, the team forecasts it is about 20% short of capacity. What should the project manager do with the product owner?

AAdd two contractors to the team so the full scope can be delivered on time BRemove some Must items because they take up the largest share of the effort CDrop the Could items first, then agree with the product owner which Shoulds to defer DAsk the sponsor to move the release date so all items can still be included

Correct answer: C. Drop the Could items first, then agree with the product owner which Shoulds to defer
MoSCoW protects the Must items in a fixed timebox by giving up Could and then Should items first. Adding contractors mid-release often slows the team down at first and does not reliably close a gap this size in time.

Question 128People⚑ Flag

A remote team member who used to be active in discussions has gone quiet over the past two weeks. She keeps her camera off and her recent work has been late. What should the project manager do FIRST?

ARequire all team members to keep cameras on during meetings to improve engagement BHave a private one-on-one conversation with her to understand what has changed CRaise the late work at the next team meeting so everyone understands the impact DReport the decline in performance to her functional manager for follow-up

Correct answer: B. Have a private one-on-one conversation with her to understand what has changed
A private, caring conversation is the emotionally intelligent first step and may reveal causes the project manager can help with. Reporting to her manager skips understanding the situation and can damage trust.

Question 129Business Environment⚑ Flag

For the third sprint in a row, an agile team has been blocked for several days waiting for the security department to approve new third-party libraries. The team keeps reporting the delay at daily standups. What is the BEST action for the project manager?

ARecord the delays in the issue log and report them in the monthly status report BAsk the product owner to remove stories that depend on third-party libraries CWork with the security department to set up a faster, agreed approval path DTell the team to use the libraries and seek security approval after release

Correct answer: C. Work with the security department to set up a faster, agreed approval path
A servant leader removes recurring impediments by fixing the cause, such as agreeing a faster approval path with the blocking group. Logging and reporting the delays keeps records but does nothing to unblock the team.

Question 130Process⚑ Flag

During execution, a new government regulation that was not in the risk register requires $30,000 of extra work. The project still has $50,000 of unused contingency reserve for identified risks. What should the project manager do?

ARequest management reserve through change control, because this is an unknown that was not planned BUse the contingency reserve, because the money is available and the change is outside the team's control CAbsorb the $30,000 by asking the team to finish the remaining work packages faster than planned DAsk the team to cut lower-priority scope so the extra work fits within the current budget

Correct answer: A. Request management reserve through change control, because this is an unknown that was not planned
Contingency reserve covers identified risks; this regulation was an unknown-unknown. Management reserve is for such events and sits outside the cost baseline, so using it requires approval through change control. Using contingency would leave identified risks unfunded.

Question 131People⚑ Flag

An agile team holds retrospectives every sprint and lists good improvement ideas, but the same problems come back sprint after sprint. What should the project manager do?

AStop holding retrospectives, since they do not seem to be producing any lasting improvement BPut action items with owners on the team board and review them each retrospective CHold retrospectives more often so the team has more chances to discuss the recurring problems DAssign each improvement idea to a team member personally and track it in a separate report

Correct answer: B. Put action items with owners on the team board and review them each retrospective
Visible, owned actions reviewed regularly turn lessons into real change, with the team holding itself accountable. Assigning items personally takes ownership away from a self-managing team.

Question 132Business Environment⚑ Flag

An agile team is midway through building a mobile banking app. A new data privacy regulation has been published and takes effect in six months, before the planned launch. It requires explicit consent screens and a way for users to delete their data. What should the project manager do?

AAssess the impact with the product owner and add the required items to the backlog BPause development until the legal team publishes a full interpretation of the regulation CContinue as planned and handle the regulation in a separate project after the launch DRaise a formal change request to the change control board before touching the backlog

Correct answer: A. Assess the impact with the product owner and add the required items to the backlog
In agile, changes in the external environment flow into the product backlog. The product owner, guided by compliance, adds and prioritizes the new requirements so the product launches legally. Pausing work or deferring compliance would put the launch at risk.

Question 133Process⚑ Flag

A client has been using a new warehouse system in production for three weeks, but has not signed the acceptance document. The project team is ready to move on to other work. What should the project manager do NEXT?

AClose the project, since three weeks of use in production counts as acceptance BRelease the team and send the final report to the sponsor CGet formal acceptance against the agreed criteria from the client DArchive the project files and record the open item

Correct answer: C. Get formal acceptance against the agreed criteria from the client
Formal acceptance against the agreed criteria is needed before the project can be closed. Using the product is not the same as signing off. Without it, later disputes about scope or payment become more likely.

Question 134Process⚑ Flag

A predictive CRM project is about to close on time and on budget. The business case expects a 10% rise in sales within a year, long after the project team disbands. What should the project manager do?

ANote in the closure report that benefits are outside the project's control BKeep the project open until the 10% sales increase has been confirmed CReport the project as a success because it met the time and cost targets DConfirm a business owner will measure the benefits and hand over tracking

Correct answer: D. Confirm a business owner will measure the benefits and hand over tracking
Benefits often arrive after closure, so the benefits plan should name an owner who will measure and sustain them. Keeping the project open just to wait for benefits wastes resources and confuses project and operational work.

Question 135People⚑ Flag

An agile team's velocity has dropped for three sprints in a row. A senior manager asks you to push the team to work harder and restore the earlier numbers. What should the project manager do?

AExplain to the manager that velocity cannot be compared over time and should be ignored BAdd a team member to the next sprint to bring velocity back to its earlier level CSet a clear velocity target for the next sprint and track the team's progress against it at every daily standup DFacilitate a retrospective focused on finding the causes of the drop, then help remove the impediments

Correct answer: D. Facilitate a retrospective focused on finding the causes of the drop, then help remove the impediments
The servant leader looks for causes with the team and removes obstacles rather than adding pressure. Setting a velocity target treats velocity as a performance goal, which tends to inflate estimates instead of improving delivery.

Question 136Business Environment⚑ Flag

At a daily standup, a developer casually mentions that the shared test database has been down for two days and that work has been stalled. No one had raised it before. What should the project manager do NEXT?

ATake ownership of getting the database restored and encourage earlier raising of blockers BAsk the developer to open a ticket with the infrastructure team and wait for their fix to arrive CAdd the outage to the risk register and review it at the next retrospective DRemind the team that impediments must be raised in writing within one hour

Correct answer: A. Take ownership of getting the database restored and encourage earlier raising of blockers
Removing impediments quickly is a core servant leader duty, and the PM should also coach the team to surface blockers early. Logging it as a risk is wrong because the problem has already happened and is costing time now.

Question 137Process⚑ Flag

A newly formed agile team has no historical velocity. The sponsor wants to know when the first release, a backlog of about 300 story points, will be ready. What is the BEST approach for the project manager?

AUse the duration of a similar past project as the release date and refine it once the work starts BRun two or three sprints to measure velocity, then give the sponsor a forecast range for the release CHave the team estimate every backlog item in hours so that a single exact release date can be given now DUse an industry average velocity for teams of this size and give the sponsor a fixed release date

Correct answer: B. Run two or three sprints to measure velocity, then give the sponsor a forecast range for the release
Agile forecasting relies on the team's own measured velocity. After a few sprints, the remaining points divided by a velocity range gives an honest forecast range. Hour-level estimates and borrowed velocities create false precision.

Question 138People⚑ Flag

A project manager takes over a predictive project midway because the previous project manager was moved to another assignment. The previous project manager is still available within the company. What should the new project manager do FIRST?

ACreate a new project management plan reflecting the new project manager's preferred approach BHold a kickoff meeting with the team to reset the project direction under new leadership CAsk each team member to describe the project status in a one-on-one meeting during week one DReview the project documents and logs and arrange a handover meeting with the previous manager

Correct answer: D. Review the project documents and logs and arrange a handover meeting with the previous manager
Reviewing the existing plan, logs and registers and speaking with the previous manager captures both explicit and tacit knowledge. Resetting direction or rewriting the plan without that context risks repeating mistakes.

Question 139Business Environment⚑ Flag

A predictive project imports specialized steel for a bridge. The government unexpectedly announces a 15% tariff on steel imports starting next month. This risk was not in the risk register, and the remaining steel purchases would push costs above the cost baseline. What should the project manager do FIRST?

AAsk the steel supplier to absorb the tariff under the terms of the existing contract BPlace orders for all of the remaining steel this week, before the tariff takes effect CAnalyze the impact on the budget and business case before submitting a change request DUse the contingency reserve to cover the extra cost of the remaining steel purchases

Correct answer: C. Analyze the impact on the budget and business case before submitting a change request
The first step is to understand the size of the impact on cost, schedule, and the business case. Because this was an unidentified risk, contingency reserve does not cover it, and any baseline change needs approval. Acting before analysis could waste money or breach the contract.

Question 140Process⚑ Flag

A seller has delivered all items under a fixed-price contract for a predictive project. The buyer's team says everything looks fine and wants to stop work on the contract today. What should the project manager do NEXT?

APay the final invoice and mark the contract as completed BConfirm all contract terms are met, settle any claims, and close formally CSend the seller a performance survey and close the file DAsk legal to keep the contract open for a few more months in case defects appear

Correct answer: B. Confirm all contract terms are met, settle any claims, and close formally
Closing a procurement means verifying that all terms are met, settling open claims, and giving formal written notice of completion. Paying and closing the file without these checks can leave unresolved obligations. Keeping it open for no reason delays closure.

Question 141Process⚑ Flag

A product owner uses weighted shortest job first (cost of delay divided by job size). Feature A has a cost of delay of 20 and size 5. Feature B: 30 and 10. Feature C: 12 and 2. Feature D: 24 and 8. Which feature should be done first?

AFeature D, because it scores high on cost of delay and on size BFeature B, because it has the largest cost of delay of all four CFeature C, because its score of 6 is the highest of all four DFeature A, because it balances high value with a small job size

Correct answer: C. Feature C, because its score of 6 is the highest of all four
The scores are A 4, B 3, C 6, and D 3, so Feature C delivers the most value per unit of effort. Feature B looks attractive because of its large cost of delay, but its big size makes it a poorer first choice.

Question 142People⚑ Flag

On a predictive project, one high performer is publicly praised at nearly every status meeting. Other team members have started to seem less motivated, and one says the recognition feels unfair. What is the BEST action for the project manager?

ARecognize contributions across the team, including team-level achievements, in ways that fit the team's culture BIntroduce a monthly recognition competition so that every team member has an equal and transparent chance to win CStop recognizing the high performer publicly to avoid upsetting the rest of the team DExplain privately to the others that the high performer simply contributes more value

Correct answer: A. Recognize contributions across the team, including team-level achievements, in ways that fit the team's culture
Balanced, team-wide recognition that fits the culture motivates everyone without punishing the high performer. A competition may sound fair, but it can increase rivalry and work against collaboration.

Question 143Business Environment⚑ Flag

On a predictive project, an issue assigned to a functional manager has been open for two weeks past its target date. The issue is now starting to threaten a milestone. What should the project manager do NEXT?

AReassign the issue to a team member who can resolve it faster than the manager BFollow up with the functional manager and escalate per the escalation path if needed CReport the functional manager's delay to the sponsor in the next scheduled status meeting DClose the issue in the log and open a new one with a revised target date

Correct answer: B. Follow up with the functional manager and escalate per the escalation path if needed
The PM should first engage the issue owner directly and then escalate through the agreed path if it stays unresolved. Reassigning the issue bypasses the owner and may not even be within the PM's authority.

Question 144Process⚑ Flag

For a critical activity, the team gives an optimistic estimate of 4 days, a most likely estimate of 7 days and a pessimistic estimate of 16 days. Using the beta (PERT) distribution, what are the expected duration and the standard deviation?

A8 days and 2 days B9 days and 2 days C7 days and 2 days D8 days and 4 days

Correct answer: A. 8 days and 2 days
PERT expected = (O + 4M + P) / 6 = (4 + 28 + 16) / 6 = 48 / 6 = 8 days. Standard deviation = (P - O) / 6 = (16 - 4) / 6 = 2 days.

Question 145People⚑ Flag

A hybrid program has teams in two offices. The second office keeps building solutions to problems the first office already solved, because neither knows what the other is doing. What is the BEST way to address this?

ARequire every team to write formal reports on each solution and file them with the PMO BAppoint one knowledge manager who collects all solutions and decides who should see them CSet up a community of practice with regular cross-site demos and a shared knowledge base DMove the teams into one office location so that people naturally share what they know

Correct answer: C. Set up a community of practice with regular cross-site demos and a shared knowledge base
Communities of practice and shared demos help both tacit and explicit knowledge flow between sites. Formal reports filed with the PMO are often never read by the people who need them.

Question 146Business Environment⚑ Flag

An agile team is six months into building a scheduling product, with a full release planned in four months. A competitor has just launched a similar product, and the sales team fears the market window is closing. The sponsor asks the project manager for advice. What is the BEST approach?

AKeep the release plan unchanged, since rushing the product could harm its quality BWork with the product owner to define a smaller release of the most valuable features CAsk the sales team for a detailed analysis of the competitor before changing anything DAdd more developers to the team so the full release can ship two months earlier

Correct answer: B. Work with the product owner to define a smaller release of the most valuable features
When market conditions change, agile teams adapt by delivering the highest-value features sooner. A smaller marketable release gets the product to customers while the window is open. Adding people late often slows a team down.

Question 147Process⚑ Flag

Halfway through a predictive project, the sponsor cancels it because the market has changed. The team is already being asked to join other projects. What should the project manager do?

AAsk the sponsor to reconsider and finish the current phase first BRelease the team at once, since closing work on a cancelled project no longer adds any value CHand all remaining files to the PMO and leave closure to them DCarry out closing work: record status, deliverables, and lessons, and archive files

Correct answer: D. Carry out closing work: record status, deliverables, and lessons, and archive files
A cancelled project still needs to be closed properly. Recording what was completed, why the project ended, and the lessons learned protects the organization and helps future projects. Skipping closure loses that knowledge.

Question 148Process⚑ Flag

A data warehouse project uses a predictive plan with all reports delivered in month 12. Midway, the sponsor says the sales team needs useful reporting much sooner to support a new pricing strategy. What is the BEST approach?

ARe-plan to deliver usable reports in increments, starting with sales reporting BCrash the schedule by adding more staff so all reports finish two months earlier CKeep the plan as is, since changing the approach midway adds too much risk DBuild clickable mock-ups of the reports so the sales team can see the design

Correct answer: A. Re-plan to deliver usable reports in increments, starting with sales reporting
Incremental delivery lets the sales team get real value early while later areas follow. Crashing brings the whole release in only slightly sooner at higher cost, and the sales team still waits for everything.

Question 149People⚑ Flag

A new member of your hybrid team is struggling with the test automation tool the team uses. A key deliverable is due in three weeks, and the member is worried about slowing the team down. What is the BEST approach?

ASend the member to an external course on the tool and remove them from current work BArrange pairing with an experienced colleague and plan time for learning in the next iterations CReassign the automation work to a more experienced team member until the deliverable deadline has passed DAsk the member to learn the tool in the evenings so the team's pace is not affected

Correct answer: B. Arrange pairing with an experienced colleague and plan time for learning in the next iterations
Pairing builds skill while work continues, and planning time for learning keeps the commitment realistic. Reassigning the work is quicker in the short term but leaves the skill gap in place and can damage the member's confidence.

Question 150Business Environment⚑ Flag

On a hybrid project, a risk that a key vendor might miss a component delivery was identified and given a contingency plan. The vendor has now confirmed the component will be four weeks late. What should the project manager do NEXT?

ACall a meeting with the vendor to negotiate penalties for the late delivery BRaise a change request to extend the schedule by four weeks for the delay CPerform a new risk identification session to find other potential delays DImplement the planned contingency response and log the event in the issue log

Correct answer: D. Implement the planned contingency response and log the event in the issue log
The risk has occurred and become an issue, so the PM carries out the planned response and tracks it in the issue log. Raising a change request first ignores the contingency plan that was prepared for exactly this event.

Question 151Process⚑ Flag

An agile team has 8 members at a blended rate of $100 per hour. They work 40-hour weeks in two-week sprints. The remaining release backlog is 360 story points, and the team's stable velocity is 40 points per sprint. What is the estimated cost to finish the remaining backlog?

A$640,000 B$288,000 C$512,000 D$576,000

Correct answer: D. $576,000
Burn rate per sprint = 8 x $100 x 80 hours = $64,000. Sprints left = 360 / 40 = 9. Cost = 9 x $64,000 = $576,000.

Question 152People⚑ Flag

On an agile team, a tester found a reliable workaround for a test environment failure that blocks the team almost every week. Others keep losing time because only she knows the steps. What should the project manager encourage?

AAsk her to share the workaround in a short team session and add the steps to the team wiki BTell team members to ask her directly whenever the test environment failure blocks their work CWrite the workaround down personally and email it to the team as an instruction from management DReport the issue to the PMO so the workaround can be included in the organizational standards

Correct answer: A. Ask her to share the workaround in a short team session and add the steps to the team wiki
Sharing the steps with the team and recording them makes the knowledge explicit and available to everyone. Relying on her for every incident keeps a single point of failure and interrupts her work.

Question 153Business Environment⚑ Flag

A predictive project is building a new retail distribution center, justified by forecast sales growth of 20% per year. Halfway through, a sharp economic downturn leads the company to cut its forecast to almost no growth for the next three years. The project is on time and on budget. What should the project manager do?

ASpeed up construction to finish before the downturn affects the company's funding BContinue the project as planned, since it is on schedule and within the approved budget CRaise the change with the sponsor to review whether the business case is still valid DReduce the scope of the distribution center by half to match the lower forecast

Correct answer: C. Raise the change with the sponsor to review whether the business case is still valid
Projects exist to deliver business value, not just to meet baselines. A major shift in the economic outlook may make the business case invalid, so the sponsor must decide whether to continue, change, or stop. The project manager should not cut scope alone.

Question 154Process⚑ Flag

A hybrid project is about to hand a new billing platform to the operations team. During a walkthrough, the operations lead admits the support staff have not been trained and do not have runbooks. Go-live is scheduled for next week. What is the BEST course of action?

AAgree on a transition plan with training and runbooks before handover BGo live as planned and let the project team handle support for a while CDelay go-live until the operations lead says the staff are ready DAsk the sponsor to hire contractors to support the platform

Correct answer: A. Agree on a transition plan with training and runbooks before handover
A smooth transition needs operations to be ready to support the product. Agreeing on a plan with training and runbooks fixes the gap directly. An open-ended delay or ad hoc support from the project team creates new risks.

Question 155Process⚑ Flag

An agile team has hit its velocity target for six straight sprints and every story meets the definition of done. However, customer satisfaction is falling and usage data shows many new features are rarely used. What should the project manager do?

AHelp the team raise velocity further so more features reach the customers BWork with the product owner to measure outcomes and use feedback in prioritizing CAdd an extra round of quality testing to catch problems before each new release DAsk the team to add more features that the competitors already offer today

Correct answer: B. Work with the product owner to measure outcomes and use feedback in prioritizing
Velocity measures output, not value, so the team needs outcome measures and user feedback to guide what it builds. Raising velocity would just produce more unused features faster.

Question 156People⚑ Flag

A critical defect is found just before a demo. In the team meeting that follows, you feel your frustration rising and notice the team becoming defensive as you speak. What should the project manager do?

AAsk who introduced the defect so that person can explain what went wrong BPause, manage your own reaction, and steer the talk toward facts, fixes, and what can be learned CLet the team see your frustration honestly so they understand how serious the defect is for the customer demo DEnd the meeting and ask the team lead to handle the defect without your involvement

Correct answer: B. Pause, manage your own reaction, and steer the talk toward facts, fixes, and what can be learned
Self-regulation is a core part of emotional intelligence, and focusing on facts and learning keeps the team engaged in solving the problem. Showing frustration may signal urgency, but it increases defensiveness and harms trust.

Question 157Business Environment⚑ Flag

An agile team reports that intermittent failures in its automated test suite are slowing every build. The team has the skills to fix the problem but keeps asking the project manager to sort it out. What is the BEST approach for the project manager?

AFix the test suite personally so the team can stay focused on delivering stories BHire an external specialist to repair the test suite as quickly as possible CEncourage the team to own the fix and offer support if they need resources DAsk the product owner to accept slower builds until a later release cycle

Correct answer: C. Encourage the team to own the fix and offer support if they need resources
A servant leader builds self-organization, so when the team can solve a problem, the PM coaches them to own it and stands ready to help. Fixing it personally removes the blocker but makes the team more dependent on the PM.

Question 158Process⚑ Flag

Work package cost estimates for a project total $800,000. The project also has a contingency reserve of $80,000 for identified risks and a management reserve of $60,000. What is the cost baseline?

A$940,000 B$880,000 C$800,000 D$860,000

Correct answer: B. $880,000
The cost baseline includes the work package estimates plus contingency reserve: $800,000 + $80,000 = $880,000. Management reserve is added only to reach the total project budget of $940,000.

Question 159People⚑ Flag

A hybrid team has members in three time zones. The daily stand-up is always held late at night for one location, and those members have become quiet and disengaged. What should the project manager do?

AExcuse that location from the stand-up and ask them to send a written summary every evening BMove the stand-up to suit that location only, and let the other locations adjust their hours CKeep the current time, since moving it would inconvenience the majority of the team members DWork with the team to rotate the meeting time or add asynchronous updates that suit everyone

Correct answer: D. Work with the team to rotate the meeting time or add asynchronous updates that suit everyone
Letting the team design a fair arrangement respects everyone and keeps all locations engaged. Excusing one location from the stand-up creates a two-tier team and weakens collaboration.

Question 160Business Environment⚑ Flag

A project manager is leading a three-year hybrid project to launch a medical device. On a previous project, a late change in import rules caught the team by surprise and delayed launch by six months. The project manager wants to avoid a repeat. What is the BEST approach?

AAdd regular reviews of political, economic, legal, and market factors to risk reviews BAsk the legal department to notify the team whenever any new law is passed anywhere CAdd a six-month buffer to the end of the schedule to absorb any regulatory delays DFreeze the product requirements early so that any later rule changes cannot affect the scope

Correct answer: A. Add regular reviews of political, economic, legal, and market factors to risk reviews
Regular environmental scanning, such as a PESTLE review, helps the team spot external changes early. Building it into ongoing risk reviews means changes are caught while there is still time to respond. Buffers and frozen scope do not prevent the impact.

Question 161Process⚑ Flag

An agile team has delivered its final release, and the customer is pleased. Team members want to disband right away because they have been assigned to new projects starting Monday. What should the project manager do?

AAsk each team member to send personal notes to the PMO later BPostpone the team's move until the final report is approved CHold a final retrospective and add lessons to the organization's knowledge base DLet them go, since retrospectives were already held at the end of every sprint of the project

Correct answer: C. Hold a final retrospective and add lessons to the organization's knowledge base
A final retrospective captures lessons from the whole project, not just one sprint. Adding them to the organization's knowledge base helps future teams. Sprint retrospectives alone may miss project-wide insights.

Question 162Process⚑ Flag

Midway through a predictive project to build a retail kiosk, a competitor launches a cheaper product and the expected revenue drops sharply. The original business case may no longer justify the remaining spend. What should the project manager do?

AUpdate the business case analysis and present it to the sponsor for a decision BContinue the work because the business case was already approved by the investment board CCancel the project right away to avoid wasting any more of the project budget DReduce scope on the remaining features to lower the total cost of the project

Correct answer: A. Update the business case analysis and present it to the sponsor for a decision
The project manager keeps the business case current and gives the sponsor the facts needed to decide whether to continue. Cancelling is not the project manager's decision to make alone, even if the numbers look poor.

Question 163People⚑ Flag

A key business stakeholder regularly misses sprint reviews but later rejects increments, saying they do not meet her department's needs. The team is frustrated by the late rework. What should the project manager do?

AEscalate to the sponsor that the stakeholder's absence is causing rework and delays BSend her a recording of each sprint review and ask for her written approval of the increment within two days CAsk the product owner to approve increments on her behalf so the team can move forward DMeet with her to understand her needs and constraints, and agree on a way for her to give feedback earlier

Correct answer: D. Meet with her to understand her needs and constraints, and agree on a way for her to give feedback earlier
Understanding what keeps her from attending lets you design engagement that works for her and brings feedback earlier. Escalating first damages the relationship before you have tried to solve the problem directly.

Question 164Business Environment⚑ Flag

On a predictive project, a cost overrun has pushed the forecast beyond the budget tolerance that the project manager is allowed to manage. The team has identified three recovery options with different trade-offs. What should the project manager do?

AEscalate to the sponsor with the forecast and the analyzed recovery options BAsk the finance team to move funds from another project to cover the overrun CReduce scope on low-priority deliverables to bring the cost back within budget DChoose the cheapest recovery option and implement it before costs grow further

Correct answer: A. Escalate to the sponsor with the forecast and the analyzed recovery options
Once a variance exceeds the PM's tolerance, the decision belongs to the sponsor, and the PM should bring clear options and analysis. Picking the cheapest option feels proactive but makes a decision the PM is not authorized to make.

Question 165Process⚑ Flag

A hybrid project reports a CPI of 1.10 and an SPI of 0.85. A key milestone on the critical path is at risk, and the customer has stressed that the delivery date matters more than cost. What should the project manager do NEXT?

AReduce the scope of the next phase so the team can catch up on the delayed critical path work BReport the project as healthy, since spending is under budget and the schedule will likely recover CAnalyze the critical path delay and consider crashing it using part of the cost underrun DReturn the unspent funds to the sponsor so they can be used by other projects in the portfolio

Correct answer: C. Analyze the critical path delay and consider crashing it using part of the cost underrun
The project is under budget but behind schedule. Since the date matters most, the cost headroom can fund schedule compression on the critical path after the cause is analyzed. Reporting it as healthy ignores the variance, and cutting scope is not the first option.

Question 166People⚑ Flag

On a predictive project, a senior stakeholder complains that she receives too many project emails and most of them are not relevant to her role. What should the project manager do FIRST?

AExplain that the volume of email is normal and that she can simply ignore the irrelevant ones BRemove her from all distribution lists so that she no longer receives any project emails CCombine all project messages into one weekly email that is sent to every stakeholder DReview the communications management plan and her information needs, then adjust it

Correct answer: D. Review the communications management plan and her information needs, then adjust it
The communications plan should match each stakeholder's needs, so reviewing and updating it fixes the cause. Removing her completely may leave her without information she does need.

Question 167Process⚑ Flag

During contract closure on a predictive project, the seller claims extra payment for work it says was out of scope. The buyer's team disagrees. The contract includes a dispute resolution clause. What is the preferred way to settle the claim?

ASend the claim straight to binding arbitration BFile a lawsuit to protect the buyer's interests CRefuse the claim and close the contract formally with written notice DNegotiate directly with the seller to reach a settlement

Correct answer: D. Negotiate directly with the seller to reach a settlement
Negotiation is the preferred way to settle claims and disputes. Arbitration or litigation should only follow if negotiation fails. Refusing the claim and closing the contract does not resolve the dispute.

Question 168Process⚑ Flag

Two vice presidents each demand that their feature be built in the next sprint, and each says theirs is most important. The team can only deliver one. The product owner asks the project manager for help. What is the BEST approach?

AEscalate to the sponsor and ask the sponsor to choose which feature goes first BHelp the product owner apply agreed value criteria openly with both VPs CBuild the feature for the more senior VP to avoid any political conflict DSplit the team so both features are partly built during the same sprint

Correct answer: B. Help the product owner apply agreed value criteria openly with both VPs
Transparent value-based criteria, such as cost of delay, let the product owner make and explain the call. Splitting the team leaves both features half done and delivers no value at the sprint's end.

Question 169People⚑ Flag

Late in planning a predictive project, you learn that a regional regulatory agency must approve one of the main deliverables. The agency is not in the stakeholder register. What should the project manager do FIRST?

AContact the agency immediately and request a meeting to present the project and its main deliverables BSubmit a change request to add an approval milestone to the schedule baseline CAdd the agency to the stakeholder register and analyze its interest, influence, and requirements DInform the sponsor that the project may need more time because of the new approval

Correct answer: C. Add the agency to the stakeholder register and analyze its interest, influence, and requirements
The agency must first be identified and analyzed so you understand its requirements and how to engage it. Meeting the agency right away seems proactive, but without analysis you may not know what it needs or who should be involved.

Question 170Process⚑ Flag

A sponsor wants to approve one fixed annual budget for a new digital product, with every feature defined up front. The market is uncertain, and early user feedback is expected to change priorities a lot. What is the BEST approach for the project manager?

AAgree to the annual budget and build in a large contingency reserve to cover the expected changes BPropose incremental funding tied to value checkpoints, starting with a minimum viable product CAsk the product owner to freeze the feature list for the full year so that the annual budget stays valid DRun a detailed bottom-up estimate of every feature so that the annual budget is as exact as possible

Correct answer: B. Propose incremental funding tied to value checkpoints, starting with a minimum viable product
When value and priorities are uncertain, incremental funding lets the sponsor decide on more investment based on evidence from each release. An MVP tests assumptions early. A fixed annual budget with frozen scope works against learning.

Question 171People⚑ Flag

Managers on a co-located agile project keep stopping by the team area to ask developers about status, interrupting their focus several times a day. What is the BEST way to address this?

AHave the project manager attend every manager meeting to give verbal status updates BAsk developers to prepare a weekly written status report and send it to all managers CDisplay information radiators such as the task board and burnup where managers can see them DAsk the sponsor to stop the managers from entering the team area during working hours

Correct answer: C. Display information radiators such as the task board and burnup where managers can see them
Information radiators provide current, visible status as pull communication, without interrupting the team. A weekly report adds overhead and is out of date almost as soon as it is written.

Question 172People⚑ Flag

A senior stakeholder on your hybrid project demands a detailed written report every week. Preparing it takes the team almost a full day each week, and much of the content repeats what is shown in sprint reviews. What should the project manager do?

AKeep producing the detailed weekly report, since meeting the needs of senior stakeholders should always come first BReview the communications plan and discuss the stakeholder's real information needs to find a lighter format CStop the report and invite the stakeholder to sprint reviews instead DAsk a junior team member to take over the report so the rest of the team can focus

Correct answer: B. Review the communications plan and discuss the stakeholder's real information needs to find a lighter format
Understanding what the stakeholder actually needs often reveals a simpler format, like a dashboard, that serves them and frees the team. Stopping the report without discussion ignores a legitimate stakeholder need and risks the relationship.

Question 173People⚑ Flag

On a global agile team, a developer from a culture that discourages disagreeing with senior people never raises concerns in meetings. Later, issues he knew about appear in testing. What should the project manager do?

ATell him clearly that raising concerns in meetings is expected of everyone on the project team BAccept his style as cultural and rely on testing to catch the issues he may know about COffer other ways to share input, such as one-on-ones, and build safety in the team over time DCall on him by name in each meeting so he is required to give his opinion in front of the team

Correct answer: C. Offer other ways to share input, such as one-on-ones, and build safety in the team over time
Respecting cultural differences while building psychological safety and offering other channels helps him contribute. Putting him on the spot in public is likely to increase discomfort rather than openness.

Question 174People⚑ Flag

A project will automate several warehouse processes. The workers' union representative has publicly stated that the project threatens jobs and is encouraging staff not to cooperate with requirements interviews. What is the BEST approach?

AMeet the representative early to understand concerns and involve the union in shaping the solution BAsk senior leadership to issue a clear statement directing all warehouse staff to cooperate with the project CProceed with interviews using only managers until the union representative changes position DDelay the project until the organization reaches a formal agreement with the union

Correct answer: A. Meet the representative early to understand concerns and involve the union in shaping the solution
Engaging a resistant stakeholder early and involving them turns opposition into input and reduces resistance. A leadership directive may force short-term cooperation but often deepens distrust.

Question 175People⚑ Flag

On a predictive project, a supplier delay will push a contractual milestone back by three weeks. The contract requires formal notice of any milestone change. The client contact is friendly and usually prefers phone calls. What should the project manager do?

ACall the client contact to explain the delay, since a call is faster and better for the relationship BWait until the delay is fully confirmed by the supplier before telling the client about it CMention the delay in the next monthly status report, which the client contact reviews DSend formal written notice as the contract requires, then follow up with a call to discuss it

Correct answer: D. Send formal written notice as the contract requires, then follow up with a call to discuss it
Contractual matters need formal written communication, and a follow-up call keeps the relationship strong. A call alone does not meet the contract and leaves no formal record.

Question 176People⚑ Flag

An agile project's sponsor asks you to commit to a fixed date for delivering the entire backlog. The backlog is still changing, and the team has only completed three sprints. What is the BEST response?

AShare a forecast range based on velocity and work with the sponsor on what matters most by key dates BExplain that agile projects cannot commit to dates and that scope will be clear only at the end CGive the sponsor a single date calculated from the current backlog size and the team's average velocity so far DAsk the team to estimate every backlog item in detail so you can calculate a firm date

Correct answer: A. Share a forecast range based on velocity and work with the sponsor on what matters most by key dates
A forecast range is honest about uncertainty, and joint prioritization lets the sponsor see what value will arrive by when. A single fixed date sounds responsive but hides the real uncertainty and sets up broken expectations.

Question 177People⚑ Flag

On a hybrid project, the weekly status meeting takes ninety minutes, and most of it is team members reading out updates one by one. People say the meeting wastes their time. What is the BEST change?

ACancel the weekly meeting and ask everyone to send their status updates by email instead BKeep the meeting format, since status meetings are part of the communications plan CMove status updates to a shared written format and use the meeting for problem solving DShorten the meeting to thirty minutes by limiting each team member to a two-minute update

Correct answer: C. Move status updates to a shared written format and use the meeting for problem solving
Push routine updates into a pull format and keep interactive time for issues that need discussion. Shortening each update keeps the same low-value format and still wastes the group's time.

Question 178People⚑ Flag

Your stakeholder engagement assessment matrix shows that a department head whose staff will use the new system is currently unaware of the project. You need him to be supportive before user testing starts in two months. What should the project manager do?

AAdd him to the distribution list for monthly status reports BAsk the sponsor to brief him personally about the project at the next leadership meeting she attends CWait until user testing begins and invite him to see the results DPlan and carry out targeted engagement actions with him, then track how his engagement changes

Correct answer: D. Plan and carry out targeted engagement actions with him, then track how his engagement changes
The matrix shows a gap between current and desired engagement, so targeted actions that you monitor are needed to close it. A status report raises awareness at best and will not build real support.

Question 179People⚑ Flag

A remote agile team relies heavily on chat. Recently, short messages have been read as rude, and two members are now in conflict over tone. What should the project manager do?

ARefer both team members to human resources so the conflict can be formally investigated BBan the use of chat for project work and require email for all team communication CMonitor all chat channels personally and correct anyone whose tone seems unprofessional DFacilitate a working agreement on communication norms, including video for sensitive topics

Correct answer: D. Facilitate a working agreement on communication norms, including video for sensitive topics
A team-created working agreement sets shared expectations, and richer channels reduce misreading. Monitoring chat personally is controlling and does not build the team's own norms.

Question 180People⚑ Flag

A stakeholder on your hybrid project goes directly to a developer and asks for a new feature, saying it will only take a day. The developer is unsure whether to start. What should the project manager do?

AReport the stakeholder to the sponsor for bypassing the agreed process BCoach the developer to send the request to the product owner, and explain the backlog process to the stakeholder CTell the developer to refuse and ignore any future requests from the stakeholder DTell the developer to go ahead and build it, since the feature is small and will keep an important stakeholder happy

Correct answer: B. Coach the developer to send the request to the product owner, and explain the backlog process to the stakeholder
Routing requests through the product owner protects priorities while respecting the stakeholder, and coaching helps the developer handle it next time. Building it quietly may please one stakeholder but undermines the backlog and the product owner's role.