Advanced PMP EXAMS 2022

Question 1:

Alex, the agile team’s product
owner, recently hired Mido as a software developer for their team.
Unfortunately, after Mido was hired, another product owner was able to reserve
50% of Midol’s time for their project. What is one of the key problems with not
having Mido dedicated to Alex’s team?

 

·        
Mido may not have the
skills for the other team since he was not hired with their project in mind.

·        
Mido would become a
generalist, or T-person, rather than a specialist.

·        
Mido may become
dissatisfied with having too much work to do.

·        
The
team’s productivity would be affected because of Mido’s task switching.
(Correct)

Explanation

The key problem with working
25–50% on a project is that multitasking from one project to another affects
the whole team’s productivity. Mido likely has the skills needed, or the other
product owner wouldn’t have asked for him. Generalists and T-shaped people are
sought after for Agile teams, so this would not be a problem. We don’t know
enough about Mido’s workload to know if he would be dissatisfied.

Question 2:

A project manager recently
assessed the team’s performance using earned value metrics and found that the
rate of deliverable completion has slowed. After some investigating, he
determined that one of the team members is inexperienced in the technique that
the team has chosen to develop the software for the current phase of the
project. He meets with this team member and suggests that they take a two-day
class that others on the team have taken previously. What should the project
manager do next?

• ·        
  Check
  back with the team member to verify whether the training took place and was
  helpful. (Correct)
• ·        
  Advise the team member’s
  supervisor that the team member was inexperienced and should be mentored.
• ·        
  Ask the client if the
  schedule can be extended since the project is no longer on pace.
• ·        
  Reassign the team member to
  tasks they are more familiar with.

Explanation

Checking back with the team
member to verify the effectiveness of the training is the most appropriate next
step. It is the job of the project manager to not only recommend training
opportunities for their team but to ensure that the training was effective. It
may be a good idea to tell their supervisor that they will be taking the
training. However, it is not clear that mentoring is needed until the project
manager has had an opportunity to assess how well the training went.
Additionally, it is the responsibility of the project manager, rather than the
functional manager, to see to it that a mentor is assigned since the skills in
question are needed for his project. Reassigning tasks and asking for a client
extension would be premature and might be unnecessary. Although the pace has
slowed, there is no indication from the question that the project is behind
schedule.

Question 3:

As a project manager in a large organization with various
projects similar to yours, you are responsible to report the project status to
the top management in a way that quickly and easily gives them the required
information. Which one of the following is the best type of report to provide
the required information to senior management?

• ·        
  Project management plans
• ·        
  Project detailed schedules
• ·        
  Gantt Charts
• ·        
  Milestone
  reports (Correct)

Explanation

The only report that best
suits to the needs of senior management is the milestone report. The rest of
the mentioned documents include a lot of redundant or detailed information for
this purpose.

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Question 4:

A stakeholder on a project has a reputation for being easily
angered and unreasonably difficult on projects The project manager would like
to minimize the impact of the stakeholder’s behavior on the development team.
What training should the project manager choose for their team to help with
this situation?

• ·        
  Communication training
• ·        
  Agile training.
• ·        
  Emotional
  intelligence training   (Correct)
• ·        
  Negotiation training

Explanation

To minimize the impact of the
stakeholder’s behavior on the development team you have to take Emotional
intelligence training

Question 5:

A project manager looking to
increase cross-team collaboration and create a more cooperative working
environment is likely to do what?

• ·        
  Provide training
  opportunities
• ·        
  Use a pull-based system of
  work assignment
• ·        
  Hold
  team-building activities   (Correct)
• ·        
  Support self-management

Explanation

Team-building activities increase team collaboration and
social relationships, as well as foster a cooperative working environment. A
team benefits from continuous team-building activities throughout the life of
the project; it is particularly important during the early stages of a project,
when relationships among team members are not yet developed.

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Question 6:

You are leading a change-driven project, and the first
iteration of the project is completed. Which activities need to be completed
before beginning the next iteration? (Choose
Two)

• ·        
  Planning
  has occurred for the next iteration.    (Correct)
• ·        
  The actual percent
  completed is compared against the baseline to understand progress performance.
• ·        
  All of the items in the iteration
  backlog are complete.
• ·        
  Confirm
  that the first iteration has reached its objectives and its deliverables are
  formally accepted.  (Correct)

Explanation

In change-driven projects, the definition of “done” is agreed
to in advance and the team and stakeholders meet to ensure that these
objectives have been met and are acceptable. Planning on the next iteration and
what to include occurs next. In change-driven projects, baselines are not
established since detailed planning only occurs for the current iteration.
Percent complete is not a meaningful metric in change-driven projects. In
Agile, backlog items that are not complete at the end of the iteration are
moved to a future iteration.

Question 7:

Tom is managing a project and he has scheduled a number
of training programs for his team. However, he knows that apart from planned
training, unplanned training also takes place in a number of ways. Which of
these is not one of the ways in which unplanned training can happen?

• ·        
  Conversation
• ·        
  Online      (Correct)
• ·        
  Observation
• ·        
  Project performance
  appraisals

Explanation

According to the PMBOK® Guide (6th Edition), scheduled
training occurs as stated in the Human Resource plan and could include online,
classroom, on-the-job, etc. Unplanned training, however, takes place through
conversation, observation and project performance appraisals conducted during
the controlling process of managing the project team.

Question 8:

As the project manager, you are reviewing the control
chart related to one of the project deliverables, and you find seven data
points in a row on one side of the mean. What should be your next action?

• ·        
  According to the rule of
  seven this is normal and no action is required
• ·        
  Modify the mean
• ·        
  Perform the quality
  measurements again to make sure the data points correctness
• ·        
  Find an assignable cause       (Correct)

Explanation

This is an example of the
application of the rule of seven in control charts. If you have seven data
points in a row on the same side of the mean, statistically the mean has
shifted, calling for action to correct the problem. Therefore, the first action
is to find the cause of the errors.

Question 9:

As the project manager of a manufacturing facility
construction project, you have needed to estimate certain activity durations
before all project team members were acquired. During the acquisition of the
project team, you find that the actual competency levels of the team members
are much lower than what you had anticipated when you were estimating the
activity durations. What would be the best course of action in this situation?

• ·        
  Inform the stakeholders
  that the project is behind schedule.
• ·        
  Modify the activity duration estimations
  and the schedule considering the actual competency levels.  (Correct)
• ·        
  Keep the schedule as it is
  because no delay has happened yet.
• ·        
  Ask the project team
  members to work overtime in order to compensate for their low level of
  competency.

Explanation

The best course of action is
to fully understand the consequences of the lower competency of the team
members. That is only possible if you incorporate the changed level of
competency in the activity duration estimations and the project schedule
accordingly. Keeping the schedule as it is would not solve the problem. It is
too soon to ask for overtime or inform the stakeholders about the delay,
considering that the project is in its early stages and you still don’t know
the exact effects of the lower competency of the team members on the schedule.

Question 10:

You are currently implementing
the risk management process of your project. There are a number of risks that
have been identified in your project, however, the team has elected not to
change the project plan to deal with the risk, but they have established a
contingency reserve in the event that some of these risks are triggered. This
is an example of what type of risk mitigation technique?

• ·        
  Avoidance
• ·        
  Passive acceptance
• ·        
  Active acceptance   (Correct)
• ·        
  Contingent response
  strategy

Explanation

Recognizing the risk and not
changing the plan, but making some contingencies in the event the risk is
triggered, is an example of active acceptance. Passive acceptance would be if
no contingencies were put in place and avoidance would be correct if the
project plan were modified to accommodate the risks.