Project Management Professional Practice Test

PMP Exam Format | Course Contents | Course Outline | Exam Syllabus | Exam Objectives

Analytical skills
 Benefit analysis techniques
 Elements of a project charter
 Estimation tools and techniques
 Strategic management
 Change management planning
 Cost management planning- including project budgeting tools and techniques
 Communications planning
 Contract types and selection criteria
 Estimation tools and techniques
 Human resource planning
 Lean and efficiency principles
 Procurement planning
 Quality management planning
 Requirements gathering techniques (e.g.- planning sessions- brainstorming- and focus groups)
 Regulatory and environmental impacts assessment planning
 Risk management planning
 Scope deconstruction (e.g.- WBS- Scope backlog) tools and techniques
 Scope management planning
 Stakeholder management planning
 Time management planning- including scheduling tools and techniques
 Workflow diagramming techniques

Continuous improvement processes
 Contract management techniques
 Elements of a statement of work
 Interdependencies among project elements
 Project budgeting tools and techniques
 Quality standard tools
 Vendor management techniques

Performance measurement and tracking techniques (e.g.- EV- CPM- PERT- Trend Analysis)
 Process analysis techniques (e.g.- LEAN- Kanban- Six Sigma)
 Project control limits (e.g.- thresholds- tolerance)
 Project finance principles
 Project monitoring tools and techniques
 Project quality best practices and standards (e.g.- ISO- BS- CMMI- IEEE)
 Quality measurement tools (e.g.- statistical sampling- control charts- flowcharting- inspection- assessment)
 Risk identification and analysis techniques
 Risk response techniques
 Quality validation and verification techniques

Archiving practices and statutes
 Compliance (statute/organization)
 Contract closure requirements
 Close-out procedures
 Feedback techniques
 Performance measurement techniques (KPI and key success factors)
 Project review techniques
 Transition planning technique

Active listening
 Applicable laws and regulations
 Benefits realization
 Brainstorming techniques
 Business acumen
 Change management techniques
 Coaching- mentoring- training- and motivational techniques
 Communication channels- tools- techniques- and methods
 Configuration management
 Conflict resolution
 Customer satisfaction metrics
 Data gathering techniques
 Decision making
 Delegation techniques
 Diversity and cultural sensitivity
 Emotional intelligence
 Expert judgment technique
 Facilitation
 Generational sensitivity and diversity
 Information management tools- techniques- and methods
 Interpersonal skills
 Knowledge management
 Leadership tools- techniques- and skills
 Lessons learned management techniques
 Meeting management techniques
 Negotiating and influencing techniques and skills Organizational and operational awareness
 Peer-review processes
 Presentation tools and techniques
 Prioritization/time management
 Problem-solving tools and techniques
 Project finance principles
 Quality assurance and control techniques
 Relationship management
 Risk assessment techniques
 Situational awareness
 Stakeholder management techniques
 Team-building techniques
 Virtual/remote team management

Marking
1. Initiating 13%
2. Planning 24%
3. Executing 31%
4. Monitoring and Controlling 25%
5. Closing 7%
Total Number of Scored Questions 175
Total Number of Unscored (Pretest) Questions 25
Total Number of Questions 200
Exam Code: PMP
Exam Name: Project management professional 2026 (PMP)
Exam Questions: 180 ~ 185 (Scored 175 questions)
Time Allotted: 230 ~ 240 min

Domain I People 42%

Task 1 Manage conflict

• Interpret the source and stage of the conflict
• Analyze the context for the conflict
• Evaluate/recommend/reconcile the appropriate conflict resolution solution

Task 2 Lead a team

• Set a clear vision and mission
• Support the team’s varied experiences and perceptions
• Value servant leadership (e.g., relate the tenets of servant leadership to the team)
• Determine an appropriate leadership style (e.g., directive, collaborative)
• Inspire, motivate, and influence team members/stakeholders (e.g., team contract,
social contract, reward system)
• Analyze team members and stakeholders’ influence
• Distinguish various options to lead various team members and stakeholders

Task 3 Support team performance

• Appraise team member performance against key performance indicators
• Support and recognize team member growth and development
• Determine appropriate feedback approach
• Verify performance improvements

Task 4 Empower team members and stakeholders

• Organize around team strengths
• Support team task accountability
• Evaluate demonstration of task accountability
• Determine and bestow level(s) of decision-making authority

Task 5 Ensure team members/stakeholders are adequately trained

• Determine required competencies and elements of training
• Determine training options based on training needs
• Allocate resources for training
• Measure training outcomes

Task 6 Build a team

• Appraise stakeholder skills
• Deduce project resource requirements
• Continuously assess and refresh team skills to meet project needs
• Maintain team and knowledge transfer

Task 7 Address and remove impediments, obstacles, and blockers for the team

• Determine critical impediments, obstacles, and blockers for the team
• Prioritize critical impediments, obstacles, and blockers for the team
• Use network to implement solutions to remove impediments, obstacles, and
blockers for the team
• Re-assess continually to ensure impediments, obstacles, and blockers for the team
are being addressed

Task 8 Negotiate project agreements

• Analyze the bounds of the negotiations for agreement
• Assess priorities and determine ultimate objective(s)
• Verify objective(s) of the project agreement is met
• Participate in agreement negotiations
• Determine a negotiation strategy

Task 9 Collaborate with stakeholders

• Evaluate engagement needs for stakeholders
• Optimize alignment between stakeholder needs, expectations, and project
objectives
• Build trust and influence stakeholders to accomplish project objectives

Task 10 Build shared understanding

• Break down situation to identify the root cause of a misunderstanding
• Survey all necessary parties to reach consensus
• Support outcome of parties' agreement
• Investigate potential misunderstandings

Task 11 Engage and support virtual teams

• Examine virtual team member needs (e.g., environment, geography, culture,
global, etc.)
• Investigate alternatives (e.g., communication tools, colocation) for virtual team
member engagement
• Implement options for virtual team member engagement
• Continually evaluate effectiveness of virtual team member engagement

Task 12 Define team ground rules

• Communicate organizational principles with team and external stakeholders
• Establish an environment that fosters adherence to the ground rules
• Manage and rectify ground rule violations

Task 13 Mentor relevant stakeholders

• Allocate the time to mentoring
• Recognize and act on mentoring opportunities

Task 14 Promote team performance through the application of emotional intelligence

• Assess behavior through the use of personality indicators
• Analyze personality indicators and adjust to the emotional needs of key project
stakeholders

Domain II Process 50%

Task 1

Execute project with the urgency required to deliver business value
• Assess opportunities to deliver value incrementally
• Examine the business value throughout the project
• Support the team to subdivide project tasks as necessary to find the minimum
viable product

Task 2

Manage communications
• Analyze communication needs of all stakeholders
• Determine communication methods, channels, frequency, and level of detail for all
stakeholders
• Communicate project information and updates effectively
• Confirm communication is understood and feedback is received

Task 3

Assess and manage risks
• Determine risk management options
• Iteratively assess and prioritize risks

Task 4

Engage stakeholders
• Analyze stakeholders (e.g., power interest grid, influence, impact)
• Categorize stakeholders
• Engage stakeholders by category
• Develop, execute, and validate a strategy for stakeholder engagement

Task 5

Plan and manage budget and resources
• Estimate budgetary needs based on the scope of the project and lessons learned
from past projects
• Anticipate future budget challenges
• Monitor budget variations and work with governance process to adjust as
necessary
• Plan and manage resources

Task 6

Plan and manage schedule
• Estimate project tasks (milestones, dependencies, story points)
• Utilize benchmarks and historical data
• Prepare schedule based on methodology
• Measure ongoing progress based on methodology
• Modify schedule, as needed, based on methodology
• Coordinate with other projects and other operations

Task 7

Plan and manage quality of products/deliverables
• Determine quality standard required for project deliverables
• Recommend options for improvement based on quality gaps
• Continually survey project deliverable quality

Task 8

Plan and manage scope
• Determine and prioritize requirements
• Break down scope (e.g., WBS, backlog)
• Monitor and validate scope

Task 9

Integrate project planning activities
• Consolidate the project/phase plans
• Assess consolidated project plans for dependencies, gaps, and continued business
value
• Analyze the data collected
• Collect and analyze data to make informed project decisions
• Determine critical information requirements

Task 10 Manage project changes

• Anticipate and embrace the need for change (e.g., follow change management
practices)
• Determine strategy to handle change
• Execute change management strategy according to the methodology
• Determine a change response to move the project forward

Task 11 Plan and manage procurement

• Define resource requirements and needs
• Communicate resource requirements
• Manage suppliers/contracts
• Plan and manage procurement strategy
• Develop a delivery solution

Task 12 Manage project artifacts

• Determine the requirements (what, when, where, who, etc.) for managing the
project artifacts
• Validate that the project information is kept up to date (i.e., version control) and
accessible to all stakeholders
• Continually assess the effectiveness of the management of the project artifacts

Task 13 Determine appropriate project methodology/methods and practices

• Assess project needs, complexity, and magnitude
• Recommend project execution strategy (e.g., contracting, finance)
• Recommend a project methodology/approach (i.e., predictive, agile, hybrid)
• Use iterative, incremental practices throughout the project life cycle (e.g., lessons
learned, stakeholder engagement, risk)

Task 14 Establish project governance structure

• Determine appropriate governance for a project (e.g., replicate organizational
governance)
• Define escalation paths and thresholds
Task 15 Manage project issues
• Recognize when a risk becomes an issue
• Attack the issue with the optimal action to achieve project success
• Collaborate with relevant stakeholders on the approach to resolve the issues

Task 16 Ensure knowledge transfer for project continuity

• Discuss project responsibilities within team
• Outline expectations for working environment
• Confirm approach for knowledge transfers

Task 17 Plan and manage project/phase closure or transitions

• Determine criteria to successfully close the project or phase
• Validate readiness for transition (e.g., to operations team or next phase)
• Conclude activities to close out project or phase (e.g., final lessons learned,
retrospective, procurement, financials, resources)

Domain III BusinessEnvironment 8%

Task 1

Plan and manage project compliance
• Confirm project compliance requirements (e.g., security, health and safety,
regulatory compliance)
• Classify compliance categories
• Determine potential threats to compliance
• Use methods to support compliance
• Analyze the consequences of noncompliance
• Determine necessary approach and action to address compliance needs (e.g.,
risk, legal)
• Measure the extent to which the project is in compliance

Task 2

Evaluate and deliver project benefits and value
• Investigate that benefits are identified
• Document agreement on ownership for ongoing benefit realization
• Verify measurement system is in place to track benefits
• Evaluate delivery options to demonstrate value
• Appraise stakeholders of value gain progress

Task 3

Evaluate and address external business environment changes for impact on
scope
• Survey changes to external business environment (e.g., regulations, technology,
geopolitical, market)
• Assess and prioritize impact on project scope/backlog based on changes in
external business environment
• Recommend options for scope/backlog changes (e.g., schedule, cost changes)
• Continually review external business environment for impacts on project
scope/backlog

Task 4

Support organizational change
• Assess organizational culture
• Evaluate impact of organizational change to project and determine required
actions
• Evaluate impact of the project to the organization and determine required actions

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Question: 992
Which of the following is the primary purpose of a project kick-off meeting?
A. To assign project tasks to team members
B. To introduce the project team to stakeholders
C. To review the project's scope and objectives
D. To establish project communication channels
Answer: B
Explanation: The primary purpose of a project kick-off meeting is to introduce
the project team to stakeholders. The kick-off meeting serves as an opportunity
to bring together key project team members, stakeholders, and other relevant
parties to establish a shared understanding of the project's goals, objectives, and
expectations. It provides a platform for project stakeholders to meet and engage
with the project team, fostering relationships, building rapport, and aligning
everyone towards a common vision. While assigning project tasks, reviewing
the project's scope and objectives, and establishing project communication
channels may be components of a kick-off meeting, the primary focus is on the
introduction and collaboration between the project team and stakeholders.
Question: 993
A project manager is using a network diagram to represent the project's
activities and their dependencies. What is the critical path in a network
diagram?
A. The sequence of activities that must be completed in the shortest duration.
B. The longest path of activities that determines the project's overall duration.
C. The path of activities with the highest resource requirements.
D. The path of activities with the most dependencies.
Answer: B
Explanation: The critical path in a network diagram is the longest path of
activities that determines the project's overall duration. It represents the
sequence of activities that, if delayed, would directly impact the project's
completion date. Activities on the critical path have zero slack or float,
meaning any delay in their completion would result in a delay in the project's
completion. The critical path is important for project scheduling and helps
identify activities that require close monitoring and management to ensure
timely project delivery. The critical path may or may not have the highest
resource requirements and the most dependencies.
Question: 994
You are managing a project that involves working with a vendor to deliver a
critical component. However, the vendor informs you that they are
experiencing unexpected delays in manufacturing the component. What should
you do?
A. Accept the delay and inform the project stakeholders about the revised
timeline
B. Find an alternative vendor to manufacture the component
C. Negotiate with the vendor to expedite the manufacturing process
D. Assess the impact of the delay on the project schedule and explore
mitigation options
Answer: D
Explanation: When a vendor experiences unexpecteddelays in manufacturing a
critical component for a project, the project manager should assess the impact
of the delay on the project schedule and explore mitigation options.
Understanding the potential impact of the delay is crucial for making informed
decisions and minimizing the project's overall schedule risk. While accepting
the delay and informing stakeholders about the revised timeline may be
necessary, it is important to first evaluate the consequences and consider
possible mitigation strategies. Finding an alternative vendor or negotiating with
the current vendor to expedite the manufacturing process can be potential
options, but they should be explored after assessing the impact and determining
the feasibility of such actions. Therefore, option D is the most appropriate
response in this situation.
Question: 995
A project manager is using the earned schedule (ES) technique to assess project
performance. What is the primary advantage of using earned schedule over
earned value management (EVM)?
A. It provides more accurate cost estimates
B. It includes the effect of schedule performance in addition to cost
performance
C. It is easier to calculate and interpret
D. It measures the value of completed work
Answer: B
Explanation: The primary advantage of using earned schedule (ES) over earned
value management (EVM) is that ES includes the effect of schedule
performance in addition to cost performance. While EVM focuses on
measuring the value of completed work based on cost, ES incorporates the
concept of time and provides insights into the project's schedule performance.
This can help project managers better understand project progress and make
informed decisions regarding schedule adjustments.
Question: 996
During the execution of a project, you discover that one of your key
stakeholders has ceased supporting the project and is calling for its termination.
Which of the following is the most appropriate action to take?
A. This information should be given directly to the project sponsor so they can
stop this stakeholder from terminating the project.
B. This information is of little value to the project sponsor because they were
present in the meeting and should already be aware of the project's status.
C. This information should be analyzed, and its impact should be clearly
understood before reporting it to the project sponsor.
D. This information should be shared with the project team at the next team
meeting.
Answer: C
Explanation: The most appropriate action in this situation is to analyze the
information and gain a clear understanding of its impact before reporting it to
the project sponsor. It is important to assess the severity of the stakeholder's
decision and evaluate its potential consequences for the project. By analyzing
the information, you can provide the project sponsor with a comprehensive
report that outlines the implications of the stakeholder's withdrawal and enables
informed decision-making. Simply forwarding the information without analysis
may not give the project sponsor a complete understanding of the situation.
Question: 997
During the planning phase of a project, the project manager identifies several
risks that could impact the project's success. What should the project manager
do next to effectively manage these risks?
A. Create a risk register and develop risk response strategies.
B. Communicate the risks to the project team and stakeholders.
C. Monitor the risks throughout the project lifecycle.
D. Implement contingency plans for all identified risks.
Answer: A
Explanation: In order to effectively manage project risks, the project manager
should create a risk register, which is a document that lists all identified risks
along with their potential impacts and likelihoods. Additionally, the project
manager should develop risk response strategies, which are specific actions or
plans to address each identified risk. By creating a risk register and developing
risk response strategies, the project manager can proactively mitigate and
monitor the risks throughout the project lifecycle, increasing the chances of
project success.
Question: 998
During the execution phase of your project, your team has been diligently
working on the project plan and is now preparing to meet with the customer.
What is the primary purpose of this meeting?
A. To review and confirm that all approved project scope has been incorporated
B. To verify that the final product meets the specified quality requirements
C. To conduct testing on the final product
D. To obtain formal acceptance of the deliverables from the customer or
sponsor
Answer: D
Explanation: The primary purpose of this meeting is to gain formal acceptance
of the deliverables from the customer or sponsor. This involves presenting the
verified deliverables to the customer and obtaining their formal approval,
signifying that the deliverables meet the agreed-upon criteria and are acceptable
to the customer. This is an important milestone in the project closure process
and ensures that the customer's expectations have been met. Option A is
incorrect because reviewing and confirming the approved project scope is
typically done during project planning, not during the meeting with the
customer. Option B is incorrect because verifying the quality requirements is
part of the quality control process and is typically done before the meeting with
the customer. Option C is incorrect because testing the final product is part of
the quality control process and is typically done before the meeting with the
customer.
Question: 999
Which of the following is an input to the Control Communications process?
A. Communication management plan
B. Stakeholder engagement plan
C. Project charter
D. Issue log
Answer: A
Explanation: The communication management plan is an input to the Control
Communications process. This process is part of the project communications
management knowledge area and focuses on monitoring and controlling the
project's communications throughout its lifecycle. The communication
management plan provides guidelines and procedures for how communication
should be planned, executed, monitored, and controlled within the project. It
outlines the communication requirements, stakeholders' information needs,
communication methods, and the timing and frequency of communication
activities.
Question: 1000
A project manager is leading a project that involves a high degree of
uncertainty and complexity. The project team is using an iterative approach to
manage the project, with frequent feedback and adaptation. Which project
management approach is the team most likely following?
A. Waterfall
B. Agile
C. Lean
D. Six Sigma
Answer: B
Explanation: The project team is most likely following an Agile project
management approach. Agile methodologies, such as Scrum or Kanban, are
well-suited for projects characterized by high uncertainty and complexity. Agile
promotes iterative and incremental development, with frequent feedback and
adaptation based on customer or stakeholder input. It emphasizes flexibility,
collaboration, and continuous improvement. The Waterfall approach is a
sequential and linear methodology that may not be suitable for uncertain and
complex projects. Lean and Six Sigma are process improvement methodologies
that focus on eliminating waste and reducing defects, respectively, but they may
not provide the iterative and adaptive project management approach needed for
this scenario.
Question: 1001
Which of the following is a component of the Perform Integrated Change
Control process?
A. Quality control measurements
B. Project management information system
C. Project schedule network diagram
D. Work performance data
Answer: B
Explanation: The Perform Integrated Change Control process is part of the
project integration management knowledge area and focuses on reviewing,
evaluating, and approving or rejecting changes to the project baselines. A
component of this process is the project management information system
(option B), which provides tools and techniques for collecting, storing, and
disseminating project information. It helps in tracking and managing change
requests, documenting decisions, and communicating the impact of changes to
stakeholders. Quality control measurements (option A) are used in the Control
Quality process. The project schedule network diagram (option C) is a
graphical representation of the project's logical relationships between activities
and is used in the Develop Schedule process. Work performance data (option
D) is generated throughout the project and provides information on the project's
progress and performance. Therefore, the appropriate component of the
Perform Integrated Change Control process is the project management
information system (option B).
Question: 1002
What is the purpose of the "Focus on Benefits and Value" principle in the
PRINCE2 methodology?
A. To ensure effective monitoring and control of project activities
B. To align the project with the organization's strategic objectives
C. To optimize the allocation of project resources
D. To maximize the project's social and environmental sustainability
Answer: B
Explanation: The purpose of the "Focus on Benefits and Value" principle in the
PRINCE2 methodology is to align the project with the organization's strategic
objectives. This principle emphasizes the need to define and maintain a clear
business case throughout the project, ensuring that the project's outputs and
outcomes contribute to the expected benefits and value for the organization.
Question: 1003
Which of the following is an input to the Develop Project Charter process?
A. Project Management Plan
B. Stakeholder Register
C. Project Statement of Work (SOW)
D. Enterprise Environmental Factors
Answer: C
Explanation: The Project Statement of Work (SOW) is an input to the Develop
Project Charter process. It provides a narrative description of the project's
objectives, deliverables, and high-level requirements.
Question: 1004
A project manager is using the Earned Value Management (EVM) technique to
assess project performance. Which of the following EVM metrics indicates the
cost efficiency of the project?
A. Cost Performance Index (CPI)
B. Schedule Performance Index (SPI)
C. Estimate to Complete (ETC)
D. Variance at Completion (VAC)
Answer: A
Explanation: The Cost Performance Index (CPI) is an Earned Value
Management (EVM) metric that indicates the cost efficiency of a project. It is
calculated by dividing the earned value (EV) by the actual cost (AC). A CPI
value greater than 1 indicates that the project is performing better than planned
in terms of cost, while a CPI value less than 1 indicates that the project is over
budget. The CPI provides insight into the project's cost performance and can be
used to forecast the final cost of the project based on current performance
trends.
Question: 1005
In project management, what is the purpose of a lessons learned register?
A. To document the risks identified during the project.
B. To capture and document the knowledge gained from project experiences.
C. To track the progress of project activities and tasks.
D. To record the financial transactions related to the project.
Answer: B
Explanation: The purpose of a lessons learned register is to capture and
document the knowledge gained from project experiences. It serves as a
repository of valuable insights, best practices, and lessons learned throughout
the project lifecycle. By documenting lessons learned, project teams can
identify what worked well, what didn't, and make improvements for future
projects. It helps to avoid repeating mistakes, leverage successful strategies,
and enhance overall project performance and organizational learning.
Question: 1006
Which of the following best describes the purpose of the "Build Incrementally"
guiding principle in the PMBOK 7th edition?
A. To establish a governance framework for project decision-making
B. To ensure compliance with project management standards and practices
C. To deliver project value incrementally and iteratively
D. To optimize project scope and minimize change requests
Answer: C
Explanation: The "Build Incrementally" guiding principle in the PMBOK 7th
edition focuses on delivering project value incrementally and iteratively. It
promotes an iterative approach to project execution, where work is divided into
smaller increments or iterations that provide tangible value to stakeholders.
This principle aligns with agile methodologies and emphasizes the benefits of
early and frequent delivery of project outcomes.
Question: 1007
What is the purpose of a Change Control Board (CCB)?
A. To assess and prioritize project risks
B. To review and approve project changes
C. To manage and resolve project issues
D. To monitor and control project quality
Answer: B
Explanation: The purpose of a Change Control Board (CCB) is to review and
approve project changes. It is responsible for evaluating change requests,
assessing their impact on the project's objectives, and making decisions on
whether to approve or reject the proposed changes.
Question: 1008
A project manager is responsible for managing a project that involves
outsourcing certain activities to external vendors. What is the key consideration
for effective vendor management in this scenario?
A. Clearly define expectations and requirements in the vendor contracts.
B. Seek the lowest-cost vendors to maximize cost savings.
C. Minimize communication and interactions with vendors to reduce
complexity.
D. Rely on the vendors to independently manage their own activities.
Answer: A
Explanation: The key consideration for effective vendor management when
outsourcing activities to external vendors is to clearly define expectations and
requirements in the vendor contracts. The contracts should outline the scope of
work, deliverables, quality standards, timelines, and any other relevant terms
and conditions. Clear expectations and requirements set the foundation for
successful collaboration and ensure that the vendors understand and meet the
project's needs. Seeking the lowest-cost vendors may compromise quality and
performance. Minimizing communication and relying solely on the vendors to
manage their activities can lead to misalignment and potential issues.
Question: 1009
During the initiation phase of a project, the project sponsor asks the project
manager to provide a high-level estimate of the project's duration and cost.
Which of the following techniques is most appropriate for the project manager
to use in this situation?
A. Expert judgment
B. Analogous estimating
C. Parametric estimating
D. Three-point estimating
Answer: B
Explanation: The most appropriate techniquefor the project manager to use in
providing a high-level estimate of the project's duration and cost during the
initiation phase is analogous estimating. Analogous estimating is a technique
that uses historical data from similar projects as a basis for estimating the
duration, effort, or cost of the current project. It relies on the assumption that
the current project shares similarities with past projects, and therefore, the
historical data can provide a reasonable estimate.
Expert judgment (option A) involves seeking input and insights from subject
matter experts to make informed estimates. Parametric estimating (option C)
uses statistical relationships between historical data and project variables to
calculate estimates. Three-point estimating (option D) involves using
optimistic, pessimistic, and most likely estimates to determine a range of
possible values.
Question: 1010
What is the purpose of a project quality management plan?
A. To identify and document project risks
B. To monitor and control project quality
C. To determine the project's budget and cost estimates
D. To track and manage project risks
Answer: B
Explanation: A project quality management plan describes how quality will be
planned, executed, and controlled throughout the project. It outlines the quality
objectives, standards, metrics, and processes to ensure that project deliverables
meet the required quality criteria.
Question: 1011
During the project initiation phase, the project manager is responsible for
developing the project charter. Which of the following is NOT typically
included in the project charter?
A. Project objectives
B. Project budget
C. Stakeholder roles and responsibilities
D. Project risks and mitigation strategies
Answer: B
Explanation: The project charter typically includes project objectives,
stakeholder roles and responsibilities, and project risks and mitigation
strategies. However, the project budget is not typically included in the project
charter. The budget is usually developed during the project planning phase,
after the project charter has been approved. The project charter serves as a
high-level document that outlines the project's purpose, objectives,
stakeholders, and key considerations, providing a foundation for the project
planning and execution.
Question: 1012
You have just been assigned a software project and are considering adopting
the Scrum methodology for delivery. You know the maximum size for a Scrum
team is 9 developers, but this project will require at least 3 times that to meet
the externally imposed deadline. You discuss this with the Scrum Master, and
he suggests that there is a technique to coordinate deliverables across several
Agile teams. What did he likely suggest?
A. Flow based agile management
B. Product Backlog controls
C. Monte Carlo controls
D. Scrum of Scrums
Answer: D
Explanation: The Scrum Master likely suggested implementing the "Scrum of
Scrums" technique to coordinate deliverables across several Agile teams.
Scrum of Scrums is a scaled agile framework that enables coordination and
collaboration between multiple Scrum teams working on a large project. It
involves representatives from each team meeting regularly to discuss progress,
dependencies, and potential issues. This technique allows for effective
coordination and integration of work across multiple teams, ensuring that
deliverables are aligned and the project progresses smoothly. Flow-based agile
management focuses on optimizing workflow and reducing bottlenecks, while
Product Backlog controls and Monte Carlo controls are not specific techniques
for coordinating deliverables across teams in Scrum.
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