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1 Question 1 of 30

What is an incremental development approach?

A A project setup where the deliverables are developed successively throughout the project.

B A project framework strongly relying on upfront planning.

C A framework where parts of the deliverable are delivered constantly throughout the project but are only validated as part of the closing of the project.

D An approach where the project management plan is developed successively throughout the project in short iterations.

Explanation:

In an incremental development approach the deliverable is not developed and validated as a whole at the end of the project but developed and delivered successively throughout the project. These parts of the deliverable are also called increments.

In an agile project the next iteration planning is scheduled for the upcoming week. What does this typically mean?

A The project management plan is revised by the project team.

B The project manager presents the planned activities for the next iteration.

C The project team plans the work for the next project iteration.

D Since Scope Baseline and Cost Baseline are fixed the project team agrees on a schedule for the next project iteration.

Explanation:

In an agile project the work is planned by the project team in an iteration planning at the beginning of every sprint / project iteration.

You are project manager in a large construction project. The planning is nearly done and now the detailed plans are presented to the team and important stakeholders. How is this kind of meeting called?

A Sprint planning meeting

B Kick-off meeting

C Plan review

D Scope validation

Explanation:

A kick-off meeting is scheduled to inform the stakeholders on the project and the project plan.

As a project manager of a new IT project you determine the development approach for the project. What is meant by the term "increment" in an agile environment?

A It is an important part of the project management plan.

B It is a part of the deliverable which is finished and can potentially be released.

C It is a planned but not yet finished part of the deliverable.

D It is a communication artifact for the project.

Explanation:

Increments are parts of the deliverable which are successively developed throughout an agile project life cycle. They are defined as finished parts of the deliverable which are ready for release to the client.

A company is considering two projects for the upcoming fiscal year. Taking the potential costs and profit into account a ROI is calculated for both projects. For project 1 the ROI is 5.5 Mio USD and for project 2 the ROI is calculated at 6.25 Mio USD. If project 1 is chosen what will the opportunity costs be?

A 5.5 Mio USD

B 0.75 Mio USD

C 6.25 Mio USD

D 4.75 Mio USD

Explanation:

Opportunity costs are defined as a loss of other alternatives when one alternative is chosen. Since project 1 is chosen the ROI (or profit) of project 2 will be the opportunity costs (6.25 Mio USD).

As part of the initiation of the project a project charter is developed. What is typically not part of the project charter in an agile environment?

A A description of the project's purpose based on the business case.

B A detailed description of major and minor project risks.

C Success criteria for the project since they are developed throughout the project.

D Naming a project manager and sponsor for the project.

Explanation:

A detailed description of risks as a result of a thorough risk analysis is typically not necessary for the initiation and approval of the project.

In a predictive project environment a detailed project management plan is developed to organize the execution of the project. Incorporating risks and uncertainties into the plan is a critical part of the planning. What is least likely going to happen when the project team tries to account for unknowable-unknowns?

A Continuous risk meetings throughout the project execution.

B Working with subject matter experts to identify potential risks as early as possible.

C Focusing the risk planning on the early phases of the project since the plan is fixed and approved before execution.

D Continuously identifying assessing and incorporating risks into the plan over the entire course of the project.

Explanation:

Unknowable-unknowns are risks or potential threats that are not known and cannot be quantified or controlled. Gathering information and closely monitoring risks through the entire project is a good way to cover those risks identifying them as early as possible and trying to incorporate them into the plan or react as they occur.

A kick-off meeting is part of many projects. In a kick-off the project and the project plan is presented to the team and important stakeholders. What is not true about project kick-off meetings?

A Kick-off meetings are used to present the information on the project charter to the stakeholders.

B Kick-off meetings should be used to discuss conflicts of interest among the stakeholders.

C Kick-off meetings should provide information on the project plan especially in plan-driven projects.

D Kick-off meetings are a starting point to engage stakeholders.

Explanation:

The kick-off meeting's purpose is to present information on the project and the project plan to a wider audience (e.g. the team and other important stakeholders). It is not the purpose of a kick-off to facilitate or even escalate conflicts of interest among the stakeholders.

A RACI matrix is used to define responsibilities in a project. What is not shown in a RACI matrix?

A Accountabilities for work packages.

B Persons that need to be informed on the progress of work packages.

C A lack of resources for work packages.

D Staff members who are doing the work of a work package.

Explanation:

Whether or not a work package has sufficient resources in order to execute the work is not shown in a RACI matrix. It only shows the resources doing the work accountabilities and persons who contribute or need to be informed.

What is the main difference between a backlog and a scope statement (as part of the scope baseline)?

A There is no difference since both documents are used to define the scope of a project.

B A change request procedure is needed to change items on the backlog where the scope statement can be reprioritized as new information becomes available.

C To change a scope statement a dedicated role as a product owner is part of every project team.

D A scope statement is approved and fixed where a backlog is changed and reprioritized constantly.

Explanation:

In an agile project a backlog is used to constantly develop and reprioritize the scope of a project. The product owner has the responsibility over the backlog and works continuously with the client the team and other stakeholders to update and refine the backlog as new information becomes available. A change request procedure is typically needed in order to change the approved and fixed project scope statement.

You are project manager in a large contruction project. Changes in a project are nearly inevitable. According to the change management procedures, changes are documented in the project management plan. These changes have been distributed and published to the stakeholder as stated in the communication management plan. Some stakeholders are surprised of the changes, since they have not been notified. What should the project manager do.

A Review the communication management plan, and make revisions if necessary.

B Try to find out, why the stakeholders did not get the information, and issue the date, the information was published, to the stakeholders.

C Work with your sponsor to find away to avoid these changes in the future.

D Escalate the situation in the next steering committee meeting.

Explanation:

Since the changes are distributed and published to the stakeholders, the situation indicates that some information procedures in the communication management plan are not working properly. To prevent this problems in the future by reviewing (and if necessary changing) the communication management plan.

The Fishbone diagram is a helpful tool to quickly identify root causes of a problem for further investigation. What is not true about a Fishbone diagram?

A It shows main causes and further defined sub-causes of a problem.

B It provides a creative way to look at a problem.

C It gives a quantified overview on the root causes.

D It helps to stimulate thinking, and organize thoughts

Explanation:

A quantitative assessment of the root causes is typically not part of a Fishbone diagram.

Control charts help to determine if the results of a process are within acceptable limits. It gives you an overview on the stability of a process. What is a general rule, when interpreting the results of a control chart?

A Rule of Seven

B Rule of thumb

C Rule of a shifting mean

D Rule of stability

Explanation:

The rule of seven states that the process is out of control, if seven consecutive points are on one side of the mean, although none of these points are outside of the control limits.

Why should quality be planned in rather than be inspected in?

A It improves quality and is more pexensive.

B It adds quality features proactively.

C It improves quality and is less costly.

D The statement ist not true, since quality management should focus on inspection.

Explanation:

Preventing defects is often less costly than correcting defects. Following this statement when planning quality management, results in an improved quality and is less costly.

You are planning a new project. To account for uncertainties the project manager develops a risk register, in which risks are documented and analyzed. What is typically not part of a risk assessment?

A The probability that a risk event will occur.

B The anticipated frequency of risk events.

C The range of possible outcomes.

D The cost center assigned to specific risks.

Explanation:

The budgeting of risk is typically not part of a risk assessment. It is relevant to determine how to handle the risks and account for the uncertainties in the project management plan, but they are not part of the risk assessment.

The Dreyfus Model of adult skill acquistion shows five different stages for learning a new skill. In which stage are decision more based on a intuitive understanding than on a analytic analysis of the situation?

A Advanced beginner

B Competent

C Proficient

D Expert

Explanation:

To make the decision intuitively a deep knowledge and understanding is necessary. An expert encompasses the most knowledge and understanding, so that his or hers decision are more likely to be based on intuition.

Accounting for the information needs of stakeholders is a crucial part for a successful stakeholder management. As a project manager in a project you have identified several different groups of stakeholder with different requirements on the communication. When should you use a milstone chart instead of a bar chart?

A For the presentation of results from risk assessment

B During project planning?

C Reporting to the team member

D Reporting to senior management

Explanation:

A milestone chart is often used, when you want to communicate the progress in a less detailed way. Since the team is interested in this details, a bar chart would be a good way to present the progress to the team. For senior management often less details are required, therefore a milestone chart is the best way to communicate the progress to the senior management.

When planning the budget for a project, the project manager takes different types of costs into account. What is not part of the project's budget?

A Variable costs

B Opportunity costs

C Fixed costs

D Direct costs

Explanation:

Opportunity costs are defined as a loss of other alternatives when one alternative is chosen. They are used for calculation and decision making, but they are not costs that occur and they are not part of a project's budget.

The project charter is the initiation document of a project. In many organizations the project charter is signed by the people involved in the project. Which signature is least likely to be found on a project charter?

A Team members

B Senior managers, who provide resources for the project

C Project sponsor

D Project manager

Explanation:

Team members typically do not decide and approve on projects. Therefore, they do not sign the project charter.

Projects are often part of a matrix-organisation, in which the project uses resources (e.g., team members) that are assigned to a functional department. Therefore, projects rely on the support of the performing organisation. What is the best way for a project to obtain the support necessary?

A Setting up a management plan that includes aspects of team management.

B Getting the sponsor to buy into the project by connecting the project to personal goals of the sponsors.

C Ensuring that a communication management plan is developed.

D Incorporating the need for a project into the organisation's strategic plan.

Explanation:

Connecting the personal needs of a sponsor to a project, does not necessarily result in a wider support within the organization. A communication plan and a team management plan are also not necessarily ensuring that the organization provides the support that is needed for the project. To gain support the best course of action is to align the goals of the project with the strategic business goals of the organization.

The communication management plan formalizes communication throughout the project. It defines meeting structures and frequency, reporting structures, and which communication technology should be used. Which of the following examples of communication technologies has the highest density of information?

A Voicemail

B Review meeting

C Email

D Instant messaging

Explanation:

An interactive meeting has the highest density of informationen.

What is true about time-boxing?

A It is used in agile projects.

B Is not used in a plan-driven project.

C Is not part of project management.

D Is only used to prevent meetings from delayed.

Explanation:

Agile project use the time-boxing approach in many aspects of the project. For example, meetings are timeboxed (e.g., the daily stand-up), but project phases are also time-boxed (in a time-box the schedule and budget is fixed, rather than the desired outcome).

In a plan-driven projects estimations are a crucial part when planning the project. What is not a form of deterministic estimating?

A Three-point estimating

B PERT formula

C Single point estimation

D Range estimating

Explanation:

Deterministic estimating techniques use a single number value for an estimate. A range estimate on the other hand relies on several values that determine the estimated range and is therefore not a deterministic estimating technique.

What is the difference between precision and accuracy?

A Accuracy describes how close or far off a given set of measurements (observations or readings) is to their true value, while precision is how close or dispersed the measurements are to each other.

B Accuracy describes how close or far off a given set of measurements (observations or readings) are to their true value, while precision describes how accurate the measurements system is.

C Precision describes how close or far off a given set of measurements (observations or readings) are to their true value, while accuracy is how close or dispersed the measurements are to each other.

D Precision describes how close or far off a given set of measurements (observations or readings) are to their true value, while accuracy describes how accurate the measurements system is.

Explanation:

Accuracy means how close a given set of measurements (observations or readings) are to their true value, while precision show how close or dispersed the measurements are to each other.

What is not a Kanban principle?

A Visualize Workflow

B Limit Work In Progress

C Manage flow

D Correct defects

Explanation:

Visualizing the work flow, limiting work in progress, and managing the flow of work are essential Kanban principles. Correcting defects is maybe a principle but has no connection to the Kanban principles.

In an agile project management the teamboard is essential for managing the work among the team members. What is not a rule for a teamboard meeting?

A The moderator keeps track of the time-box.

B Every team member has a specific amount of speaking time (mostly 2 - 5 minutes).

C Issues that are discovered during the work on the project are discussed in detail and as long as necessary on the teamboard.

D Additional work is visually displayed in a different colors than the initially planned work packages and activities.

Explanation:

The time-box approach ensures that teamboard meeting are not delayed. Everybody on the team should present an overview of the work that needs to be done, the progress made, and the obstacles and challanges they are facing. The teamboard meeting is not a meeting for detailed discussion, but a structured approach for organizing the work in a team. If issues arises and a lengthy and detailed discussion is necessary, an additional meeting is set up.

You are project manager of a large contruction project. A new central warehouse shoud be built for the company. In the middle of execution you discover, that the initial timeline cannot be met. More time is needed in order to complete the project. What is the best course of action?

A Conduct a meeting with the senior management and tell them, that the initial date cannot be met.

B Determine options for schedule compression, and recommand different options to senior management.

C Reduce the scope of the project.

D Demand working overtime from your staff.

Explanation:

Reducing the scope (if even possible) affects the satisfaction of the stakeholders in a negative way. Therefore, it is not the best action. Demanding overtime is expensive and not necessary, if other options are available. Before you meet with the senior management you should determine options for schedule compression. This would have the least negative impact on the project.

You are managing a project in a manufacturing company. The project is plan-driven and you used the schedule network analysis to develop the schedule. The project is now in the middle of execution. The CPI for the project is at 0,92 and the SPI is at 0,79. What has probably happened?

A Addition equipment was purchased from an external suppier. That purchase was not part of the initial planning.

B An activity on the critical path took longer and needed more resources.

C Scope was changed due to customer requests.

D You used a plan-driven approach instead of an agile approach.

Explanation:

Based on the CPI and SPI the project is over budget and behind schedule. A scope change does not necessarily result in cost overruns and delays. An unexpected purchase could explain the cost overrun but not necessarily the delay of the schedule. There is no evidence that an agile approach would have lead to a better project management. It is likely that an activity on the critical path needed more resources and took longer. This explains the cost overruns and the delay.

You are project manager of a small process improvement project, that just got approved and initiated. Now you start the planning of the project. You are approached by a stakeholder, who asks you about the project's budget and the cost baseline. What should you answer?

A The project's budget and the cost baseline are not finished and not approved yet.

B The budget is noted on the project charter.

C Show them the rough estimates you already made.

D The budget and the costs are not part of the project management plan.

Explanation:

The project charter shows the initial budget for a project, but does not show any detailed cost estimations (which are part of the cost baseline). Rough estimates are noch detailed enough or create a false impression on the project's estimated costs, so it is not wise to communicate estimates among stakeholders. You can determine a budget without cost estimations, but it is also not wise to do so. To give the stakeholder the information he requested, you need to finish the cost baseline as part of the planning processes.

A project's budget at completion (BAC) is at 200.000€. The team completed 35% of the work and spent 75.000€ on this work packages for the resources to complete those work packages. Evaluate the situation.

A The project has overrun its budget and is behind schedule.

B The cost variance is -5.000€, but a change request is not needed since the cust overruns are under 10% of the initial budget.

C Based on the given situation the project needs additional 5.000€.

D You cannot the situation in ist entirety, since only 35% of the work is completed.

Explanation:

Based on the given situation, the project manager cannot assess the progress on the schedule, but she can draw conclusions for the budget. The cost variance is at -5.000€ and the project needs additional funds, which needs to requested via a change request. There is no general rule or indication in the situation, that minor changes do not need to be requested by a change request. Based on the given situation you can only say, that project has overrun its costs by 5.000€ and it needs additional funding.

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