PMP STUDY PEARSON/STUDY HALL
1. A development team is working on a new product that must comply with
strict nonfunctional security requirements. The product owner is concerned
that these requirements may be overlooked or inconsistently applied across
user stories.
What should the project manager do to address this concern?
A) Appoint a security expert to join the team and help validate acceptance
criteria.
B) Forward the security requirements to the security department for imple-
mentation.
C) Bring up the security requirements at the next sprint planning meeting.
D) Include the security requirements in the team's definition of done (DoD).
*Answer√√ D) Include the security requirements in the team's definition of done (DoD).
,2. A project manager is not sure if the team has the critical skills needed to
implement a key feature of an upcoming deliverable to mitigate the risk of
sprint failure. What should the project manager do?
A) Ask for support from the sponsor to replace the low performers with new
team members with a specific skill set.
B) Negotiate with the stakeholder to postpone this key feature to a later
release while figuring out a better alternative.
C) Identify the potential skill gap and propose a strategy to address the gaps
with training, mentoring, or coaching.
D) Embrace the risk, accept the sprint failure, and try to motivate the team
toward better performance in the future.*Answer√√ C) Identify the potential skill gap and
propose a strategy to address the gaps with training, mentoring, or coaching.
3. A newly launched product prototype is receiving several customer com-
plaints. To reduce negative feedback, the team created and implemented an
,action plan. However, by the end of the quarter, the project manager sees
no significant reduction in complaints. What should the project manager do
next? A) Acknowledge top-performing team members to boost motivation.
, B) Assess skills gaps in the team and offer targeted training. C) Revisit and
reevaluate the project's key performance indicators (KPIs). D) Escalate the
issue to executive management for further support.
*Answer√√ C) Revisit and reevaluate the project's key performance indicators (KPIs).
4. The project is in execution, operating under strict regulatory oversight.
During an internal audit, the team discovers that key compliance require-
ments were not identified during the planning phase. What should the project
manager do?
A) Record the compliance gap in the issue log and escalate it to the sponsor
for review.
B) Update the requirements baseline and risk register to address missing
compliance requirements.
C) Assign a compliance officer to review and approve all deliverables prior to
project closure.
1. A development team is working on a new product that must comply with
strict nonfunctional security requirements. The product owner is concerned
that these requirements may be overlooked or inconsistently applied across
user stories.
What should the project manager do to address this concern?
A) Appoint a security expert to join the team and help validate acceptance
criteria.
B) Forward the security requirements to the security department for imple-
mentation.
C) Bring up the security requirements at the next sprint planning meeting.
D) Include the security requirements in the team's definition of done (DoD).
*Answer√√ D) Include the security requirements in the team's definition of done (DoD).
,2. A project manager is not sure if the team has the critical skills needed to
implement a key feature of an upcoming deliverable to mitigate the risk of
sprint failure. What should the project manager do?
A) Ask for support from the sponsor to replace the low performers with new
team members with a specific skill set.
B) Negotiate with the stakeholder to postpone this key feature to a later
release while figuring out a better alternative.
C) Identify the potential skill gap and propose a strategy to address the gaps
with training, mentoring, or coaching.
D) Embrace the risk, accept the sprint failure, and try to motivate the team
toward better performance in the future.*Answer√√ C) Identify the potential skill gap and
propose a strategy to address the gaps with training, mentoring, or coaching.
3. A newly launched product prototype is receiving several customer com-
plaints. To reduce negative feedback, the team created and implemented an
,action plan. However, by the end of the quarter, the project manager sees
no significant reduction in complaints. What should the project manager do
next? A) Acknowledge top-performing team members to boost motivation.
, B) Assess skills gaps in the team and offer targeted training. C) Revisit and
reevaluate the project's key performance indicators (KPIs). D) Escalate the
issue to executive management for further support.
*Answer√√ C) Revisit and reevaluate the project's key performance indicators (KPIs).
4. The project is in execution, operating under strict regulatory oversight.
During an internal audit, the team discovers that key compliance require-
ments were not identified during the planning phase. What should the project
manager do?
A) Record the compliance gap in the issue log and escalate it to the sponsor
for review.
B) Update the requirements baseline and risk register to address missing
compliance requirements.
C) Assign a compliance officer to review and approve all deliverables prior to
project closure.
