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NEW QUESTION # 1130
Identifying major deliverables, deciding if adequate cost estimates can be developed, and identifying tangible components of each deliverable are all part of which of the following?
Answer: C
Explanation:
According to the PMBOKGuide, specifically the Create WBS process, the Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. The activities described in the question are the core components of the Decomposition technique.
* Identifying Major Deliverables: The first step in creating a WBS is identifying the high-level deliverables or phases of the project. This ensures that the entire scope is captured before moving into details.
* Deciding if Adequate Cost Estimates Can Be Developed: This refers to the concept of the Work Package. A work package is the lowest level of the WBS. It is defined as the point at which cost and duration can be reliably estimated and managed. If a component is still too vague to estimate, it must be decomposed further.
* Identifying Tangible Components: The WBS is " deliverable-oriented. " By breaking the project down into tangible components, the project manager can assign responsibility, track progress, and ensure that no " gold plating " (work outside the scope) occurs.
* The 100% Rule: A key principle of the WBS is that it includes 100% of the work defined by the project scope and captures all deliverables-internal, external, and interim.
Comparison with other options:
* B. Organizational breakdown structure (OBS): While similar in hierarchy, the OBS is used to show which organizational units or departments are responsible for specific work packages. It focuses on people/departments, not the deliverables themselves.
* C. Resource breakdown structure (RBS): The RBS is a hierarchical representation of resources by category and type (e.g., labor, material, equipment). It is used for resource management, not for defining the scope or deliverables of the project.
* D. Bill of materials (BOM): A BOM is a table or list of the raw materials, sub-assemblies, and components needed to manufacture a product. While it identifies components, it is a manufacturing
/technical document rather than a project management tool used for cost estimation and scope control across the whole project lifecycle.
NEW QUESTION # 1131
The planned work contained in the lowest level of work breakdown structure (WBS) components is known as:
Answer: B
NEW QUESTION # 1132
At the end of the third iteration, the project team gathers to discuss the stories to be implemented in the next iteration. What should the team do during this session?
Answer: B
Explanation:
According to the Agile Practice Guide and the PMBOKGuide, specifically regarding Backlog Refinement and Sprint Planning, Agile projects rely on continuous grooming of the work.
* Backlog Refinement (Grooming): As the team prepares for the next iteration, they must ensure the Product Backlog is " Ready. " This involves Reprioritizing stories based on the value delivered in the previous three iterations and any new information or feedback received from stakeholders.
* Estimation: During these sessions, the team provides or updates estimates (often in Story Points) for the upcoming work. Since Agile environments are change-driven, a story that was estimated two months ago may need a new estimate based on what the team learned during the first three iterations.
* Progressive Elaboration: Agile planning is not a one-time event. It happens at the beginning of every iteration. This ensures the team is always working on the highest-priority items that provide the most business value.
Analysis of other options:
* Option A: A Spike is a specialized task used to research a technical issue or reduce risk. While useful, it is not the standard activity for a general session discussing the next iteration ' s stories unless a specific unknown was identified.
* Option B: Terms like S-curve, SV, and PV are artifacts of Earned Value Management (EVM), which is primarily used in Predictive (Waterfall) project management. In an Agile iteration meeting, the focus is on the backlog and flow, not traditional variance analysis.
* Option D: While risks are discussed during planning, simply " bringing up all risks " is only one part of the process. The core objective of the session described (discussing stories for the next iteration) is the broader act of Backlog Planning and Refinement.
Per PMI standards, the project team must maintain a dynamic and prioritized backlog. By estimating and reprioritizing user stories at the end of an iteration, the team ensures the next iteration is aligned with the most current project goals and technical realities.
NEW QUESTION # 1133
Which of the following is a tool or technique used in the Determine Budget process?
Answer: B
NEW QUESTION # 1134
The project sponsor wants to know when an in-flight adaptive project will be done. Which of the following metrics will help the team to predict how much longer the project will take?
Answer: D
Explanation:
In an adaptive (Agile) project, average velocity and cycle time are key metrics for predicting how much longer the project will take:
Average Velocity: The amount of work (usually measured in story points or tasks) completed per iteration/sprint. It helps estimate how many more iterations are needed to finish the remaining backlog.
Cycle Time: The time taken for a task to move from start to completion. It helps gauge how long individual work items take to complete, providing insights into the overall project duration.
These metrics provide a data-driven forecast for the project's completion based on the team's actual performance, making them the best fit for answering the sponsor's question.
NEW QUESTION # 1135
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