Free PMP Practice Exams, Agile Exam 2

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1. A project manager has been assigned to a big project. The project sponsor would like the project manager to perform a stakeholder analysis.

Which points should the project manager consider while performing this analysis?

Interests, requirements, rights, knowledge, and impact.

Project role, impact, rights, knowledge, and interests.

Power, impact, influence, requirements, and expectations.

Interests, rights, ownership, knowledge, and contribution.

2. During the fourth iteration of an agile project, the customer requests a technical change to the development of the project deliverable.

What should the project manager do in this situation?

Inform the project team of the request, have them decide how to proceed with development, and have them coordinate the changes with the stakeholders.

Update the project scope for this change and inform the sponsor.

Reach out to the CCB and propose the change for approval.

Calculate the impact of the customer’s request on the schedule performance index (SPI) and communicate this to the sponsor.

3. A project management organization needs to assess the performance of two project teams. Both projects have the same scope of work, but Team 1 works virtually and has calculated 100 story points, while Team 2 works in the office and has calculated 80 story points. Which team has the better performance?

Team 1 with 100 story points performed better than Team 2 with 80 story points.

Team 1 because they work virtually.

Team 2 with 80 story points performed better than Team 1 with 100 story points.

Team 2 because they work in the office.

4. After years in a predictive project management environment, the organization has decided to implement agile project management and trains the project manager on this approach. The team begins their next project using agile, but after five sprints the team still is dependent on the project manager to make decisions related to the project. How can the project manager help the team?

Support the team and mentor them on how they can make their own decisions related to the project.

Regularly provide the team members feedback on all tasks.

Appoint a different project team with agile project management experience.

Inform the team that they can make their own decisions.

5. An agile project team has implemented design changes over several iterations. The data privacy officer is concerned because their team wasn’t involved in these decisions. How should the project manager address these concerns?

Set up a meeting with the data privacy officer to identify and implement a process to meet requirements.

Ensure that a data privacy team member attends every future daily standup.

Request the data privacy officer assign a data privacy team member to join the project team.

Meet with the project owner to reverse the changes the project team made without consulting the data privacy team.

6. A project manager has started a new project with a 24-month timeline. Soon after the kickoff, the sponsor informs the project manager that the timeline needs to be shortened to 6 months. What should the project manager do in this scenario?

Refer to the product backlog to identify the items that can be completed in the shortest amount of time and add them to the project to complete in the new timeline.

Implement fast tracking and record this timeline change in the risk register.

Focus on developing a minimum viable product (MVP) by referencing the product backlog for items with the highest prioritization that can be completed in the new timeline.

Work with the sponsor to increase the budget to hire vendors to develop the deliverables in the compressed timeline.

7. A project team has an after-hours get-together. One of the team members who was recently hired and new to the team did not receive an invitation to the get-together. At the next few standups, the new employee is visibly upset and does not participate much during the sessions.

How should the project manager address this situation?

Meet with the new team member to talk about their concerns.

During the next standup, ask the new team member to participate more.

Schedule another after-hours get-together and invite the new team member.

Invite the new team member to meet after-hours to discuss the project.

8. The director of security compliance is upset because the compliance team has not been informed about the product design decisions taken by the agile team members over the past five iterations. What should the project manager do to start correcting the situation?

Invite a delegate from the security compliance team to attend the daily standup meetings.

Ask the security compliance director to assign a delegate from the compliance team to work full time with the agile team.

Meet with the security compliance director to determine a strategy to fulfill the compliance requirements.

Ask the product owner to increase the budget to add iterations for the re-work needed for compliance.

9. The product owner wants to launch a product even though it lacks some features identified in the MVP. A stakeholder is not satisfied with this version and feels it needs to meet the previously agreed-upon MVP definition. How should the project manager proceed?

Work with the stakeholder and the product owner to try and find alignment but support the product owner as they are ultimately responsible for the product.

Review the positives and negatives of releasing the product in its current format and bring this analysis to the project sponsor to decide.

Schedule a meeting with all stakeholders and the product owner to review the project’s Pareto Chart.

Empower the project team to decide how to proceed as the product’s development is the project team’s responsibility.

10. Just before a project meeting, a team member informs the project manager that a critical task was not completed on time.

What should the project manager do?

During the meeting, review all open tasks with the team and jointly decide on which action to take.

Dismiss the team member from the meeting and ask him/her to continue working on the task.

Reallocate the task to another team member and emphasize the importance of finishing it on a time.

Send an e-mail to the whole team and ask them for support in completing this specific task.

11. After a few sprints have been completed on a global project, the quality assurance team, based in a different country from the PM, has generated a long defect list. The PM is certain that these issues are not related to project quality, but are from language misinterpretation. What should the project manager do to address these issues

Meet with the quality assurance team to criticize the list they provided.

When the project is nearing completion, merge the development team with the quality assurance team to test the deliverables.

Request additional budget to hire a local quality assurance team.

While performing sessions with the full project team, review the project requirements and their descriptions.

12. An Agile team is regularly missing milestones and are unable to meet the pace of the sprints. How should the project manager proceed?

Reference earlier sprints completed by the team and modify future sprints to align with the team’s velocity to enable success.

Contact the sponsor to see if additional budget can be made available to incent the team members financially to improve performance.

Reach out to stakeholders to identify individuals with more experience to replace the slower project team members.

Train the team on how to use Kanban to improve their overall performance.

13. After the project manager just completed the scope definition for the product’s next version release and communicated the scope statement to all stakeholders, a key stakeholder has submitted several requests for new functions.

What should the project manager do next?

Review the scope management plan to determine how new functionality requests are to be accommodated.

Revise the communications management plan to define the number of new feature and function requests that can be submitted.

Meet with stakeholders to emphasize their alignment with product objectives and the goals of the project.

Review the acceptance criteria for the product deliverables as defined in the scope statement.

14. At the end of an iteration, a team member tells the project manager that a planned task is unfinished because of an issue that appeared days ago but could not be resolved. Why should the project manager discuss the issue during the retrospective to prevent this type of situation in the future?

The team member will have the opportunity to resolve the issue before the retrospective.

It allows the project manager to address the issue during a demo, which leads to high levels of buy-in from the team members.

The project manager can emphasize how to maximize the time available to resolve the issue.

It is a timely opportunity to discuss issues and ideas for improvement to encourage team-based problem solving.

15. The stakeholders and project team working on an agile project meet with the project manager at the end of an iteration. The project manager learns that the schedule is slipping, although all work was planned to meet the high-level objectives outlined in the project scope.

What should the project manager have done to keep the project on track?

Selected and sequenced the work in order to meet the high-level objectives.

Empowered team members to self-organize specific tasks to meet the objectives.

Worked with the team to understand their expectations of using the agile approach.

Prioritized work that could have had an early finish to allow for early benefits realization.