Task 2.

13 Determine Project Approach- Questions

1. The project requires frequent input from the senior management team. Some of the
past projects succeeded to engage the team, however, most failed as senior
management is notorious throughout the organization of responding slowly and not
attending meetings. What is the best strategy for the stakeholder engagement plan
of the current project?

A. Patiently wait until management indicates that they are available to provide their
input
B. Schedule regular, short update meetings at a constant time and convenient location
C. Review lessons learned from other projects involving the management stakeholders
D. Require one senior management representative to attend meetings or the project
will be halted

2. You are assigned to a software development project. The product requirements are
not clearly defined upfront. Therefore, it has been decided to develop the product
using an agile framework. Other aspects of the project will be managed using the
traditional waterfall project management approach. Which of the following might
you spend less time developing and/or implementing for this project?

A. The project charter

B. The issue log
C. The change management plan
D. The Validate Scope process

3. When estimating resources for your project, you have determined that the company
does not have enough developers to complete the required work. You can either
hire additional developers as permanent employees or bring temporary contractors.
The make-or-buy analysis resulted in a return on investment (ROI) of 25% if the
project work is completed by adding permanent employees and an ROI of 20% if you
bring in contractors. You decide to bring in the contractors. Which of the following
was the most likely reason for this decision?

A. To avoid expanding permanent employment obligations

B. To reduce the project costs by using less expensive contractors
C. To protect confidential information and intellectual property
D. To complete the project faster by shortening its duration by 5%
4. A current project is much larger in size and complexity compared to the previous
projects that the project manager has managed. To save time and effort, the project
manager uses the risk management plan and risk register from a historical project as
a template. During project execution, several unexpected high-impact risks were
realized, which derailed the project and caused its termination before completion.
What most likely caused the project to be terminated?"

A. Using templates to create the risk management plan and risk register
B. Failing to implement the agreed-upon risk responses
C. Lack of tailoring of the risk management plan and risk register
D. Propinquity was too high during project planning

5. A company charters a project to redesign a process used manufacture the company

products . The new process is supposed to roll out at the end of the project. To
support its transition to agile , the company decides to use a two - week delivery
cadence . After several sprints , the company is unpleasantly surprised to see that
no business value was produced . What , if any , mistakes did the company most
likely make ?

A. Selected an incorrect delivery cadence

B. Used sprints instead of iterations
C. Did not assign a dedicated agile coach
D. The company made no mistakes Question answered incorrectly

6. You are leading a project to build single residential houses. The houses will be
powered by solar energy. The requirements are very clear, and the project is one of
many you have managed in the past. However, due to a technological advance in
solar panels, the client requested that you install the latest panels available on the
market. What project management approach is best for you to select for this
project?

A. Predominantly agile with some predictive components

B. Predictive during planning and agile during execution
C. Agile during planning and predictive during execution
D. Predominantly predictive with some agile components
7. A project manager is leading a project with high levels of uncertainty and
unpredictability. As a result, the project manager has spent an inordinate amount of
time dealing with a large volume of change requests, which have put the project
significantly behind schedule. What could the project manager have done differently
to control the schedule better?

A. Used iterative scheduling with a backlog

B. Authorized a change control board (CCB)
C. Applied a waterfall framework to the project
D. Further decomposed of the WBS before the start of the project

8. A project manager has been assigned to a project and requested to review its
charter. The charter emphasizes that the project will need to succeed within an
environment of frequently changing conditions. As the project manager meets with
the sponsor to provide comments, the sponsor asks for the project manager's
recommendation on approaching this project. What should the project manager
recommend?

A. Limit change requests after the first iteration is complete

B. Adopt any relevant agile practices that enhance adaptability
C. Ensure that all team members are l-shaped specialists
D. Enhance resiliency by developing a comprehensive risk register

9. You are an executive in a large organization that considers a gradual transition from
a predictive to the agile project management approach. You hire an external
consulting company to evaluate the current practices and propose the best way for
the transition. After observing your organization for several months, the consultant
lays out several options. Which option would you select?

A. Increasing the level of detail during the initial project planning

B. Incorporating standup meetings into the daily routine of the project teams
C. Sharing project progress with as many stakeholders as possible
D. Assigning tasks to the project team members based on their experience
10. An agile team is about to start a new project. Due to the high variability of the
workload, the team needs greater flexibility to focus on continuous delivery rather
than being bound by timeboxes. What is the project leader's best course of action?

A. Adhere to the scrum's ceremonies and best practices

B. Select the Kanban method to manage the team workflow
C. Develop the performance measurement baseline
D. Request that the smallest user stories be developed first

11. At a virtual meeting with all company employees, executive management states that
the organization will be agile from now on. A year later, an agile coach hired to
evaluate the results finds that the organizational structure has many levels, a rigid
reporting structure, and excessive bureaucracy. The agile coach submits a report
indicating that the transition failed. What was the most likely reason for the failure?

A. The mindset of the executive level has not shifted.

B. Too much empowerment has been given to the teams
C. Stakeholders were involved too early in the projects.
D. Frequent product demos distracted the teams from creating value.

12. A project has been subjected to setbacks caused by various internal and external
factors. As a result, some of the incomplete user stories from the previous sprints
had to be reassigned to the next ones. The team members are frustrated and unsure
of their ability to meet the project goals. What should the project leader recommend
to the team members to enhance their adaptability and resiliency and improve
project performance?

A. Organize periodic team-building events to reduce team member's frustration

B. Identify critical path activities and focus on their timely completion
C. Regularly inspect and adapt work process and exploit improvement
opportunities
D. Ensure the project does not deviate from the initially prioritized backlog
13. A project has uncertain requirements that will evolve as the project unfolds. Project
funding is also unclear since the organization does not want to invest money in a
poorly-defined product. Regardless, even with such a high degree of uncertainty, the
project team has been required to deliver the first working product increment in two
weeks. What development approach should the project manager recommend for
this project?

A. Predictive
B. Hybrid
C. Uncertain
D. Adaptive

14. A project manager has been requested to assist the sponsor with the development
of the project charter. What would be the most appropriate next step for the project
manager?

A. Develop the project management plan

B. Assess external and internal influences that may impact project strategy
C. Wait for the project charter to be completed and approved
D. Hold a bidder conference to select the most qualified vendor for the project

15. To mitigate recent labor issues and reduce their risk in the future, senior executives
are considering alternatives for automating production. One executive is not in favor
of using automation at all; a second executive suggests adding some basic
automation, and yet another one is in favor of automating the entire production line.
Which of the following is the least likely option to be included in the business case?

A. Do nothing
B. Do more than the minimum work possible to address the problem
C. Do the minimum work possible to address the problem
D. Do less than the minimum work possible to address the problem
16. As the project approaches its completion and the acceptance process begins, the
customer expresses their frustration saying that the project did not accommodate
quickly changing requirements that were essential to meet market demand. The
project manager states that these rapid changes slowed the project down and
wreaked havoc on the schedule. What has the project manager most likely done
wrong?

A. Allowed too many changes instead of being strict on change

B. The project manager did nothing wrong and managed the project as planned.
C. Selected the wrong development life cycle for the project
D. Allowed the project to start when the customer did not know what was
needed

17. You meet with your team to determine the life cycle for your project. After
analyzing the best way to define and manage requirements , develop deliverables ,
handle changes , control risk and cost , and engage key stakeholders , the decision is
made to select a hybrid life cycle . With the project life cycle selected , how will the
requirements be managed on your project ?
A. Defined during the transition to the customer
B. Elaborated at periodic intervals during delivery
C. Defined up - front before development begins
D. Elaborated as often as needed during delivery

18. You are leading an off - grid housing construction project . Each of the ten homes in
the development will have solar shingles to generate energy and a novel energy
storage system. The performing organization is highly experienced with traditional
construction methods, but this is their first project to incorporate energy generation
and storage. How might you best support continuous improvement efforts
throughout the project?

A. Construct the homes sequentially using a predictive model and hold a

retrospective after the completion of each home
B. Review the lessons learned repository during project planning and apply the
knowledge gained during project execution
C. Build all of the homes concurrently using a predictive approach and update
the lessons learned register continuously
D. Utilize an incremental project management approach for the development of
the homes and hold a project retrospective
19. First , a project manager assisted with the development of the project charter which
has been approved. Second , he completed the development of the stakeholder
register . What should the project manager do next?

A. Submit a change request to update any project documents with information

gathered during the Identify Stakeholders process
B. Update the communications management plan to include the communication
requirements of stakeholders identified in the newly developed stakeholder
register
C. Update the stakeholder engagement plan with any pertinent information
uncovered during the Identify Stakeholders process
D. Establish the scope of the project , refine the objectives , and define the
course of action required to attain the objectives that the project was
undertaken to achieve

20. You are leading a software development project for a client . The change control
board (CCB) has been inundated with change requests from the client throughout
the project as the product has evolved. This situation drives the team crazy and
makes controlling the project scope extremely challenging and time - consuming .
Which of the following tailoring considerations might you have missed earlier in the
project ?

A. Diversity
B. Stability of requirements
C. Physical location
D. Validation and control
 2.13 Determine project approach- Answers & Explanations

1. "The project requires frequent input from the senior management team.
Some of the past projects succeeded to engage the team, however, most failed as
senior management is notorious throughout the organization of responding slowly
and not attending meetings.
What is the best strategy for the stakeholder engagement plan of the current project?"

A. Patiently wait until management indicates that they are available to provide their
input
B. Schedule regular, short update meetings at a constant time and convenient location
C. Review lessons learned from other projects involving the management stakeholders
D. Require one senior management representative to attend meetings or the project
will be halted

C The scenario describes the Plan Stakeholder Engagement process. Lessons learned
repository is an organizational process asset which can be used as an input to this process.
When planning stakeholder engagement for the project, the project manager should take in
the lessons learned from other projects that had to engage with similar stakeholders. In the
scenario, the project stakeholders of the senior management team are known not to
respond or attend meetings. Other projects have learned ways to gather feedback or other
forms of engagement. Learning from their successes and failures will reduce the chances of
the current project repeating failures and increase successes. Planning approaches without
consulting past or current attempts and methods risks the project wasting time, money,
resources, and more.

2. You are assigned to a software development project. The product requirements are
not clearly defined upfront. Therefore, it has been decided to develop the product
using an agile framework. Other aspects of the project will be managed using the
traditional waterfall project management approach. Which of the following might
you spend less time developing and/or implementing for this project?"
A. The project charter
B. The issue log
C. The change management plan
D. The Validate Scope process

C The process of change management is fundamentally different in projects where

requirements are not defined upfront warranting the use of agile methodologies to develop
the product. With a waterfall approach, the requirements are typically defined upfront and,
therefore, scope changes are discouraged. For such projects, a rigorous change
management process is in place to ensure that change is minimized, and only the most
important changes are incorporated into the project. Agile takes a different approach to
change management. To provide the best value for the client, in projects where deliverables
are produced using agile practices, change is anticipated and welcomed. Instead of relying
on a formal process for managing change, the product owner, which is a role responsible for
managing customer requirements (backlog items), is much more involved in the planning of
each iteration by providing a prioritized backlog of features for the development team to
produce. A change management plan, if it is used at all, will be of little value for an agile
project compared with a project using a traditional waterfall approach. The scenario
presents a hybrid project where most of the project aspects are managed using the
traditional project management approach, while the development of the product is carried
out using agile. Agile has been selected because the requirements were not defined upfront.
Therefore, of the available choices, the project team will likely spend less time developing
and/or implementing the change management plan so that the frequent changes required
by the customer will be easier accommodated.

3. When estimating resources for your project, you have determined that the company
does not have enough developers to complete the required work. You can either
hire additional developers as permanent employees or bring temporary contractors.
The make-or-buy analysis resulted in a return on investment (ROI) of 25% if the
project work is completed by adding permanent employees and an ROI of 20% if you
bring in contractors. You decide to bring in the contractors.
Which of the following was the most likely reason for this decision?"

A. To avoid expanding permanent employment obligations

B. To reduce the project costs by using less expensive contractors
C. To protect confidential information and intellectual property
D. To complete the project faster by shortening its duration by 5%

A In this scenario, the ROI for using internal resources was estimated to be 25% versus
outsourcing with an ROI of 20%. Based on these estimates, it is more profitable to hire the
additional developers compared with using contractors to complete the project work. Based
on profitability alone, the logical decision is to hire the additional developers and conduct
the project internally. However, other considerations beyond profitability should be taken
into account. One important consideration includes the financial obligation for providing
employment to the newly hired developers after the project is concluded. If the performing
organization feels that they will not need additional developers after the current project is
complete, then it may make sense to use contractors instead of hiring developers even
though the project will be less profitable as a result. Therefore, of the available options, the
most likely reason to use contractors in this scenario is to avoid expanding permanent
employment obligations.

4. A current project is much larger in size and complexity compared to the previous
projects that the project manager has managed. To save time and effort, the project
manager uses the risk management plan and risk register from a historical project as
a template. During project execution, several unexpected high-impact risks were
realized, which derailed the project and caused its termination before completion.
What most likely caused the project to be terminated?"
 A. Using templates to create the risk management plan and risk register
B. Failing to implement the agreed-upon risk responses
C. Lack of tailoring of the risk management plan and risk register
D. Propinquity was too high during project planning

C Because each project is unique, it is necessary to tailor the way Project Risk
Management processes are applied to a project. Project size and complexity have a direct
impact on overall project risk. A large and complex project requires a more robust risk
management plan and a more detailed risk register to address the increased level of overall
project risk. The outcomes of these tailoring decisions are recorded in the risk management
plan. Using the risk management plan and risk register from a previous project as a template
for a larger and more complex project without tailoring would likely result in the realization
of risks without adequate response plans, which may jeopardize the project's objectives.
Therefore, of the available choices, the lack of tailoring of the risk management plan is what
most likely caused the project to be terminated before completion.

5. A company charters a project to redesign a process used manufacture the company

products . The new process is supposed to roll out at the end of the project. To
support its transition to agile , the company decides to use a two - week delivery
cadence . After several sprints , the company is unpleasantly surprised to see that
no business value was produced . What , if any , mistakes did the company most
likely make ?

A. Selected an incorrect delivery cadence

B. Used sprints instead of iterations
C. Did not assign a dedicated agile coach
D. The company made no mistakes Question answered incorrectly

A The scenario describes a company that is in transition from managing its project
using the traditional ( waterfall ) project management methods to an agile approach . To
support the transition , the company decides to adopt a two - week delivery cadence .
Delivery cadence refers to the timing and frequency of project deliverables . A two - week
delivery cadence is typically used for projects that produce periodic deliveries , for example ,
software development projects that may deliver working product increments every two
weeks . In the scenario , however , the expected project outcome is a new re - engineered
manufacturing process that is supposed to roll out at the end of the project . Hence,
expecting that the project will produce value every two weeks would be unreasonable. In
other words, the company selected an incorrect delivery cadence forcing the project to
produce periodic deliveries while the nature of the project would have been better served
by a single delivery cadence. Thinking that agile is a silver bullet is a common mistake.
Project characteristics, such as development approach, life cycle, delivery cadence, should
be selected wisely based on project needs.
 6. You are leading a project to build single residential houses. The houses will be
powered by solar energy. The requirements are very clear, and the project is one of
many you have managed in the past. However, due to a technological advance in
solar panels, the client requested that you install the latest panels available on the
market. What project management approach is best for you to select for this
project?

A. Predominantly agile with some predictive components

B. Predictive during planning and agile during execution
C. Agile during planning and predictive during execution
D. Predominantly predictive with some agile components

D Construction projects with clear and stable requirements can typically be carried out
using the traditional project management approach. However, when an uncertain or
complex element is introduced to a predictive project, that element may add risk.
Uncertainty and complexity can be best addressed by agile methods that focus on
requirements elaboration, continuous feedback from stakeholders, and short incremental
development/delivery cycles. In the scenario described, the majority of the work packages
are routine and predictable and have been successfully completed in past projects.
However, the solar panels are new and have been never installed before. In this case, you
can plan for some small-scale installation trials on the ground first to determine the best
installation method and uncover issues early while there is enough time to solve them and
incrementally improve processes through experimentation and adaptation. Therefore, the
best approach for your project would be predominantly predictive with some agile
components, making the overall approach hybrid.

7. A project manager is leading a project with high levels of uncertainty and

unpredictability. As a result, the project manager has spent an inordinate amount of
time dealing with a large volume of change requests, which have put the project
significantly behind schedule. What could the project manager have done differently
to control the schedule better?

A. Used iterative scheduling with a backlog

B. Authorized a change control board (CCB)
C. Applied a waterfall framework to the project
D. Further decomposed of the WBS before the start of the project

A High levels of uncertainty and unpredictability make long-term scope difficult to

define. Adaptive planning defines a plan but acknowledges that once work starts, the
priorities may change and that the plan may need to be updated. One of the trends and
emerging practices for Project Schedule Management includes iterative scheduling with a
backlog. Iterative scheduling is a form of rolling wave planning based on adaptive life cycles,
such as the agile approach for product development. The requirements are documented in
user stories that are then prioritized and refined just prior to construction, and the product
features are developed using time-boxed periods of work. The benefit of this approach is
that it welcomes changes throughout the development life cycle and may reduce or
eliminate the need for a formal change control process, making iterative scheduling with a
backlog the best answer to the question asked. Such a combination indicates that the
project, as a whole, would have been managed using a hybrid project management
approach.

8. A project manager has been assigned to a project and requested to review its
charter. The charter emphasizes that the project will need to succeed within an
environment of frequently changing conditions. As the project manager meets with
the sponsor to provide comments, the sponsor asks for the project manager's
recommendation on approaching this project. What should the project manager
recommend?

A. Limit change requests after the first iteration is complete

B. Adopt any relevant agile practices that enhance adaptability
C. Ensure that all team members are l-shaped specialists
D. Enhance resiliency by developing a comprehensive risk register

B Project leaders should embrace adaptability and resiliency. In the scenario

described, the project is characterized as being subjected to frequently changing conditions.
Adaptability refers to the ability to respond to changing conditions, which will be necessary
for a successful project outcome in this scenario. Adaptability is a hallmark of agile
methodologies. While an agile framework would likely be a good choice for this project, the
specific project management framework was not stated in this case. Regardless of the
chosen project life cycle, adopting relevant agile practices would be helpful in improving
adaptability to deal with the frequently changing conditions. A Limit change requests after
the first iteration is complete Incorrect. Limit change is a characteristic of a predictive
project management framework However a proiect that must come with frequently
changing conditions, like the one

9. You are an executive in a large organization that considers a gradual transition from
a predictive to the agile project management approach. You hire an external
consulting company to evaluate the current practices and propose the best way for
the transition. After observing your organization for several months, the consultant
lays out several options. Which option would you select?

A. Increasing the level of detail during the initial project planning

B. Incorporating standup meetings into the daily routine of the project teams
C. Sharing project progress with as many stakeholders as possible
D. Assigning tasks to the project team members based on their experience

B In a large organization, a transition from a predictive (traditional) project

management approach to an agile one does not happen overnight. It is likely to be a long
and, sometimes, painful process. If appropriately implemented, the project management
approach will gradually shift from traditional to hybrid to agile. The first step, transitioning
from predictive to hybrid, can be done by incorporating some of the agile elements into the
existing predictive practices. Of the options provided, only incorporating the daily standup
meetings into the current practices used by the project teams represents an agile practice.
The rest of the answer choices are tools, techniques, or processes associated with
traditional project management. The way the scenario is worded makes it sound as if the
vendor provided four different valid options for the transition. However, for the purpose of
the exam preparation, three of the answer choices are intentionally incorrect.

10. An agile team is about to start a new project. Due to the high variability of the
workload, the team needs greater flexibility to focus on continuous delivery rather
than being bound by timeboxes. What is the project leader's best course of action?

A. Adhere to the scrum's ceremonies and best practices

B. Select the Kanban method to manage the team workflow
C. Develop the performance measurement baseline
D. Request that the smallest user stories be developed first

B Effective project leaders must tailor projects based on context. In this scenario, due
to the high variability in workload, the agile team needs to focus on continuous delivery
rather than being bound by timeboxes. Most agile methods, such as scrum, follow a
development cycle defined by timeboxed iterations of fixed length. However, the Kanban
method can be employed with or without the use of iterations. Kanban visually tracks work
items as they progress through various stages to completion. Once a deliverable has been
completed, it can be released without waiting until the end of an iteration, which supports
continuous delivery of value, making the Kanban method the best answer to the question
asked.

11. At a virtual meeting with all company employees, executive management states that
the organization will be agile from now on. A year later, an agile coach hired to
evaluate the results finds that the organizational structure has many levels, a rigid
reporting structure, and excessive bureaucracy. The agile coach submits a report
indicating that the transition failed. What was the most likely reason for the failure?

A. The mindset of the executive level has not shifted.

B. Too much empowerment has been given to the teams
C. Stakeholders were involved too early in the projects.
D. Frequent product demos distracted the teams from creating value.

A A development approach refers to the means used to create and evolve the product,
service, or result during the project life cycle. The selection of the development approach
depends on multiple variables, such as the product, project, and organization. A successful
transition from a predictive development approach to an adaptive one requires a change of
some or all of those variables. Organizational structure, culture, and organizational
capability are among the parameters that will need to be adjusted to support the transition.
An organizational structure with many levels, a rigid reporting structure, and excessive
bureaucracy works better for projects carried out using a predictive approach. To be agile,
the organization would need to flatten its structure and rely on self-organizing teams
empowered to make decisions concerning their work. In the scenario, the agile coach finds
an organization that has not adapted its structure to the stated goal of transition to agile.
Should the organization have had the right mindset going top-down from the executive level
throughout the organization, the transition would have had a chance to succeed. Without
that mindset, the transition is doomed. Therefore, of the choices provided, the lack of the
mindset was the most likely reason for the failure. The incorrect answer choices describe
proper agile practices, which, if implemented properly, would have helped rather than
prevented the successful adoption of agile.

12. A project has been subjected to setbacks caused by various internal and external
factors. As a result, some of the incomplete user stories from the previous sprints
had to be reassigned to the next ones. The team members are frustrated and unsure
of their ability to meet the project goals. What should the project leader recommend
to the team members to enhance their adaptability and resiliency and improve
project performance?

A. Organize periodic team-building events to reduce team member's frustration

B. Identify critical path activities and focus on their timely completion
C. Regularly inspect and adapt work process and exploit improvement
opportunities
D. Ensure the project does not deviate from the initially prioritized backlog

C Projects rarely perform exactly as initially planned; therefore, project leaders must
embrace adaptability and resiliency to improve project outcomes. Adaptability refers to the
ability to respond to changing conditions, while resiliency is the ability to absorb impacts
and the ability to recover quickly from a setback or failure. In the scenario, the project
leader is asked to suggest the best course of action for the team to enhance their
adaptability and resiliency and improve project performance.

13. A project has uncertain requirements that will evolve as the project unfolds. Project
funding is also unclear since the organization does not want to invest money in a
poorly-defined product. Regardless, even with such a high degree of uncertainty, the
project team has been required to deliver the first working product increment in two
weeks. What development approach should the project manager recommend for
this project?

A. Predictive
B. Hybrid
C. Uncertain
D. Adaptive
D A development approach refers to the means used to create and evolve the product,
service, or result during the project life cycle. The selection of the development approach
depends on multiple variables, such as the product, project, and organization. Requirements
certainty is an example of the product variable. When requirements are uncertain and are
expected to evolve an adaptive development approach should be recommended. Funding
availability is an example of the project variable. Projects that work in an environ
uncertainty can benefit from an adaptive approach. The need to deliver early, even if it's not
a finished product, is a schedule constraint, which is another example of the project variable
that would favor an adaptive approach. With the above variables matching those described
in the scenario, recommending the adaptive development approach for the project would
make the most sense for the project manager

14. A project manager has been requested to assist the sponsor with the development
of the project charter. What would be the most appropriate next step for the project
manager?

A. Develop the project management plan

B. Assess external and internal influences that may impact project strategy
C. Wait for the project charter to be completed and approved
D. Hold a bidder conference to select the most qualified vendor for the project

B It is the project manager's duty to understand any factors that may have a favorable
or unfavorable effect on project implementation. The question is vague to whether it is the
project sponsor or the project manager who eventually develops the project charter. The
question states that the project manager has been requested to assist the project sponsor
with the development of the project charter. Whatever the situation is, of the choices
provided, it makes the most sense for the project manager to assess external and internal
influences, or in other words, assess the impact of the enterprise environmental factors
(EEFs) and organizational process assets (OPAS) on the project implementation making this
choice the best answer to the question asked.

15. To mitigate recent labor issues and reduce their risk in the future, senior executives
are considering alternatives for automating production. One executive is not in favor
of using automation at all; a second executive suggests adding some basic
automation, and yet another one is in favor of automating the entire production line.
Which of the following is the least likely option to be included in the business case?

A. Do nothing
B. Do more than the minimum work possible to address the problem
C. Do the minimum work possible to address the problem
D. Do less than the minimum work possible to address the problem
D A business case should include a set of options to be considered for addressing the
business problem or opportunity. Options are alternative courses of action that may be
taken by the organization. Doing less than the minimum work possible to address the
problem makes the least sense from a business perspective. Taking this option means that
the company would expend company resources without receiving the benefits of the
project. Why would the company authorize a project that does not produce the intended
benefits?

16. As the project approaches its completion and the acceptance process begins, the
customer expresses their frustration saying that the project did not accommodate
quickly changing requirements that were essential to meet market demand. The
project manager states that these rapid changes slowed the project down and
wreaked havoc on the schedule. What has the project manager most likely done
wrong?

A. Allowed too many changes instead of being strict on change

B. The project manager did nothing wrong and managed the project as planned.
C. Selected the wrong development life cycle for the project
D. Allowed the project to start when the customer did not know what was
needed

C An important aspect of project management is tailoring the project management

methodology to the needs of the project. A predictive approach works well for projects
where requirements can be determined upfront. In a project environment where the
project requirements are continually evolving, an adaptive approach is suited better. The
benefit of adaptive life cycles, such as agile, is that this approach welcomes changes
throughout the development life cycle and harnesses change to maximize value for the
customer. Had the project manager selected an adaptive approach for the project, the
problems described by the scenario could have likely been avoided. Therefore, it is
reasonable to assume that the project manager selected the wrong development life cycle.
A hybrid project management approach would have worked best for this project. A hybrid
approach combines elements of traditional projects with those of agile. For example, if the
organization wants (for whatever reasons) to manage its projects traditionally, the
organization can decide that most of the project processes will be carried out using the
predictive project management approach, while the change management will follow agile
practices to meet the customer's need of frequently changing requirements. Note, the
development approach, e.g., hybrid, is typically documented as an additional component of
the project management plan.

17. You meet with your team to determine the life cycle for your project. After
analyzing the best way to define and manage requirements , develop deliverables ,
handle changes , control risk and cost , and engage key stakeholders , the decision is
made to select a hybrid life cycle . With the project life cycle selected , how will the
requirements be managed on your project ?
A. Defined during the transition to the customer
 B. Elaborated at periodic intervals during delivery
C. Defined up - front before development begins
D. Elaborated as often as needed during delivery

B Predictive project life cycles are characterized by an emphasis on the specification of

requirements and detailed planning during the beginning phases of a project. Agile life
cycles, on the other hand, are characterized by the progressive elaboration of requirements
based on short iterative planning end executing cycles. Projects that are managed using
hybrid methods combine elements of both approaches. Depending on how well or poorly
the requirements are defined at the beginning of the project, the elaboration of
requirements on hybrid projects will tend to either predictive or agile side of the project life
cycles continuum. In any case, requirements on hybrid projects will be elaborated at
periodic intervals during delivery with the time between the intervals being dependent on
the level of detail of the requirements.

18. You are leading an off - grid housing construction project . Each of the ten homes in
the development will have solar shingles to generate energy and a novel energy
storage system. The performing organization is highly experienced with traditional
construction methods, but this is their first project to incorporate energy generation
and storage. How might you best support continuous improvement efforts
throughout the project?

A. Construct the homes sequentially using a predictive model and hold a

retrospective after the completion of each home
B. Review the lessons learned repository during project planning and apply the
knowledge gained during project execution
C. Build all of the homes concurrently using a predictive approach and update
the lessons learned register continuously
D. Utilize an incremental project management approach for the development of
the homes and hold a project retrospective

A The scenario describes a project with aspects of low uncertainty and risk, along with
other aspects that have high uncertainty and risk. Since the performing organization has a
great deal of experience with traditional construction methods, these aspects of the project
represent little uncertainty and risk. However, the organization does not have experience
with solar shingles and energy storage, making these aspects of the project high uncertainty
and risk. One method of managing the uncertainty and risk is to combine a predictive
project management framework with an incremental approach, resulting in a hybrid project.
The construction of each home can follow the traditional waterfall framework, but also
incorporate an incremental approach by building one home at a time (sequentially). Using
the incremental approach and conducting a retrospective after the completion of each
deliverable (similarly to how this process is carried out on agile projects) will provide the
opportunity for lessons learned to be applied to each subsequent deliverable (home), thus
providing opportunities for continuous improvement throughout project execution.
 19. First , a project manager assisted with the development of the project charter which
has been approved. Second , he completed the development of the stakeholder
register . What should the project manager do next?

A. Submit a change request to update any project documents with information

gathered during the Identify Stakeholders process
B. Update the communications management plan to include the communication
requirements of stakeholders identified in the newly developed stakeholder
register
C. Update the stakeholder engagement plan with any pertinent information
uncovered during the Identify Stakeholders process
D. Establish the scope of the project , refine the objectives , and define the
course of action required to attain the objectives that the project was
undertaken to achieve

D The question states that the development of the stakeholder register has just been
completed. The stakeholder register is created during the first iteration of the identify
Stakeholders process. Change requests and project management plan updates can be
outputs of the identify Stakeholders process, but not during the first iteration of the identify
Stakeholders process. The project management plan does not exist when the Initiating
Process Group is first completed. Change requests are not required until the project
management plan has been completed and approved. Once the project charter and the
stakeholder register have been completed at the start of the project, the Initiating Process
Group is complete. The next logical step is to begin project planning with the Planning
Process Group. The Planning Process Group is represented by the answer choice that
defines this group as specified in the reference: "establish the scope of the project, refine
the objectives, and define the course of action required to attain the objectives that the
project was undertaken to achieve".

20. You are leading a software development project for a client . The change control
board (CCB) has been inundated with change requests from the client throughout
the project as the product has evolved. This situation drives the team crazy and
makes controlling the project scope extremely challenging and time - consuming .
Which of the following tailoring considerations might you have missed earlier in the
project ?

A. Diversity
B. Stability of requirements
C. Physical location
D. Validation and control

B "The question describes a situation where the client is continually changing the
project requirements as the product under development evolves. This situation is driving
the client to submit change requests, which must be reviewed by the change control board
(CCB). Projects, where the product under development is expected to evolve throughout the
project, can be said to have unstable requirements. The stability of requirements should be
considered to determine the appropriate development approach. In this case, it is apparent
that the strict change control processes and procedures of a traditional waterfall approach
are not well suited to the needs of the client who is forced to submit change requests as the
product changes and evolves. In this circumstance, an agile approach may have been more
appropriate for the project. An agile approach welcomes change and harnesses it for the
customer's benefit. Had you, as the project manager, considered the stability (or, in this
case, instability) of the product requirements, you may have selected an approach more
appropriate for the project. For example, the project, at a high level, could have still been
lead using waterfall, but the actual development of the product performed by the team
could have been carried out using agile, thus making the whole project hybrid.
Note, the development approach is also a tailoring consideration for the scope management
processes, but it was not offered as an answer choice. Therefore, of the available options,
the stability of requirements is the best answer to the question asked."