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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: People | 42% | - Leading a team - Managing conflict - Supporting team performance - Ensuring team collaboration - Empowering team members and stakeholders |
| Topic 2: Business Environment | 8% | - Evaluating project benefits and value - Planning and managing project compliance - Supporting organizational change |
| Topic 3: Process | 50% | - Executing projects with urgency - Managing project changes - Assessing and managing risks - Managing communications - Managing project planning |
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NEW QUESTION # 18
Which of the following techniques do project manager used most often to resolve conflicts?
Answer: B
NEW QUESTION # 19
This process uses tools like decomposition and rolling-wave planning to produce the activity list and other outputs. Because of the purpose of this process, which of the following is considered its primary input?
Answer: D
Explanation:
This question is describing the Activity Definition process. The purpose of this project is to decompose the work package elements of the WBS into activities. The WBS is the primary input of this process.
NEW QUESTION # 20
You are managing a complex software development project for an external customer. While you are managing your project, you decide to create a prototype of your product first to ensure that it is acceptable to the customer before creating your product. Creating a prototype is an example of:
Answer: A
NEW QUESTION # 21
A project manager Is transitioning from a predictive We cycle project to a new agile project How should the project manager manage and control the scope for the new project?
Answer: D
Explanation:
According to the PMBOK Guide, scope management in agile projects is different from scope management in predictive life cycle projects. In agile projects, the scope is not fixed or detailed at the beginning of the project, but rather it is progressively elaborated and refined throughout the project. Agile projects use an adaptive and iterative approach to deliver value to the customer in short and frequent increments, called sprints or iterations.
Agile projects use techniques such as user stories, product backlog, story mapping, story points, and minimum viable product (MVP) to define, prioritize, estimate, and validate the scope. Therefore, the project manager should spend a short amount of time defining the scope and building prototypes to refine the requirements, rather than creating a detailed scope baseline or a rigid plan. By doing so, the project manager can:
* Involve the customer and the team in defining and clarifying the scope
* Incorporate feedback and changes quickly and easily
* Deliver the most valuable features and functionalities first
* Reduce waste and rework
* Increase customer satisfaction and trust
The other options are not the best choices, because:
* Creating a scope baseline and putting the rest as backlog activities would limit the flexibility and responsiveness of the project, and would not allow the scope to evolve based on customer needs and feedback.
* Estimating the work the team can complete and defining story sizes to keep the project under control would be part of the scope management process, but not the only or the best way to manage and control the scope. The project manager should also prioritize, validate, and adjust the scope as the project progresses.
* Developing a plan to complete more work in less time would not be realistic or sustainable, and would compromise the quality and value of the project. The project manager should focus on delivering the right work, not more work. References:
* Scope Management | PMI
* Agile Scope Management: Refactor Your PMP - LeadingAgile
* Considerations for Agile/Adaptive Projects | PMP - GreyCampus
NEW QUESTION # 22
Drag the communication event on the left to the mam subject discussed during the event on the right.
Answer:
Explanation:
NEW QUESTION # 23
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