CAPM Mock Test 3

The Resource Management Plan is where the approach to handling and structuring roles, responsibilities, and team management in a project is documented.

Sequencing activities involves identifying and documenting the logical relationships among project activities.

Enterprise Environmental Factors (EEFs) are conditions not under the control of the project team that can influence or constrain the project.

Definition of Done is a checklist of the activities that the team is expected to successfully complete before it can declare its work to be “done”. The product owner and the development team agree upon the details of the Definition of Done in order to clarify what shippability means and the work each user story requires.

During the Sprint Retrospective, the team inspects how the last Sprint went with regard to individuals, interactions, processes, tools, and Definition of Done.

A sprint is an event that has a fixed duration of one month or less to create consistency. A new Sprint starts immediately after the conclusion of the previous Sprint.

A portfolio is a collection of projects, programs, and operational work that are managed together to achieve strategic business goals. These projects and programs do not necessarily have to be related or interdependent; rather, they are grouped to align with an organization’s broader objectives

Source Selection Criteria are developed as an output of the Plan Procurement Management process to define how buyer decisions will be made (Process groups guide, page 238).

The Development Team uses the Daily Scrum to inspect progress toward the Sprint Goal and to inspect how progress is trending toward completing the work in the Sprint Backlog.

Story slicing is a technique used for breaking down large tasks, such as epics or user stories, into smaller, more manageable parts (PMI guide to business analysis, page 214).

The product owner should first review the backlog, which contains prioritized features and tasks, to assess how the changing market needs will impact the product. This allows for a well-informed decision on whether to adjust the product scope or continue as planned.

The Requirements Traceability Matrix links product requirements to the deliverables that satisfy them, ensuring that each requirement is fulfilled.

Option A: Requirements Documentation describes the requirements but does not link them to deliverables.

These elements are defined in the Cost Management Plan, which guides how the project’s costs will be managed and controlled (​​PMI process groups, page 208).

Discretionary dependencies are established based on best practices or when a specific sequence is desired, even though other sequences may be acceptable.

A Tornado Diagram is a common way to display sensitivity analysis, showing the impact of changing one variable at a time on the project’s outcome.

The Control Process Group includes processes that track, review, and regulate the progress and performance of the project, ensuring that everything aligns with the project management plan.

A project is a temporary endeavor undertaken to create a unique product, service, or result (PMI process groups, page 4).

Facilitation is a key communication technique used by project managers to create consensus and overcome obstacles during project discussions and decision-making processes.

The project team determines discretionary dependencies during the Sequence Activities process. Discretionary dependencies are established based on best practices or preferences.

The Responsibility Assignment Matrix (RAM), or RACI chart, shows resources linked to work packages, outlining who is responsible, accountable, consulted, and informed for each task.

Progressive Elaboration is the iterative process of adding detail to the project management plan as more specific information becomes available.

Collaboration/Problem Solving is the most effective conflict resolution technique as it involves working together to integrate multiple viewpoints and reach a consensus that all parties are committed to.

A project is a temporary endeavor undertaken to create a unique product, service, or result.

Option B: A plan is a document that outlines how a project will be executed, monitored, and controlled.

Work Performance Information includes the status of deliverables, the implementation status of change requests, and forecasts to complete the project.

Only the Product Owner has the authority to cancel the Sprint. The Product Owner may do so from the influence of stakeholders, the Development Team, or the Scrum Master.

The Planning process group focuses on establishing the project’s scope, refining objectives, and defining the course of action required to achieve the project’s objectives.

A Sprint Retrospective should be held at the end of each sprint, after the Sprint Review and before the next Sprint Planning. This meeting allows the team to reflect on the sprint, discuss what went well and what didn’t, and identify improvements for the next sprint.

The Sprint Backlog consists of selected Product Backlog items for the Sprint, along with a plan to deliver the product increment and achieve the Sprint Goal. It’s created during the Sprint Planning meeting.

Option D: The product backlog is created at the start of the project, not the sprint backlog.

Accepted deliverables are an input to the Close Project or Phase process, ensuring that the deliverables meet the requirements and have been accepted by the customer.

Options B, C, D: All these artifacts: Final product or service, Updated lessons learned register, and Final report are outputs of the project closure process.

The Scrum Team consists of one Scrum Master, one Product Owner, and Developers.

Business Partners are external organizations that maintain a special relationship with the company and provide specialized expertise, services, or resources.

A program manager is responsible for managing a collection of related projects (a program) that work together to deliver broader benefits and strategic value to the organization. The focus is on aligning these projects to contribute to larger organizational objectives, rather than focusing on just one project.

Options A & D: “Delivering a specific product or service within budget and time constraints” and “Supervising a single project through its completion” both describe the role of a project manager.

Option C: “Managing all organizational initiatives to align with corporate strategy” describes the role of a portfolio manager.

Total float measures the amount of time an activity can be delayed without delaying the project’s end date.

Project Integration Management includes the Closing Process Group, which involves finalizing all activities across all project management process groups.

The Product Owner is responsible for maximizing the business value of the product resulting from the agile team’s work.

A project is a temporary endeavor with a specific beginning and end, aimed at producing a unique product, service, or result. Once the project goals are achieved, it is concluded. Operations, on the other hand, are ongoing and repetitive activities performed to maintain and sustain the organization’s day-to-day business. They don’t have a defined start and end date, and their focus is on maintaining existing systems and processes.

Rolling Wave Planning is a technique that allows planning to be done in waves, with near-term work planned in detail and future work planned at a higher level.

The agile team is responsible for delivering an increment of working software that meets the Definition of Done. The Definition of Done creates a shared understanding of what activities should be completed for an increment to be accepted.

Use cases describe how a system interacts with external entities (like users or other systems) to achieve specific goals. They help ensure that the requirements directly support the business objectives, making them the most suitable technique for this purpose.

The situation statement describes the current state of affairs, the problem or opportunity, and the need for the new system. It sets the context for why the project is needed and what it aims to address, making it a crucial part of the business case.

In Scrum, the Product Owner is responsible for engaging all stakeholders, including the customers and/or end users.

The project team is responsible for how to do the work. Therefore, if a new task is identified within the user story it could be immediately added.

Activity Attributes extend the description of the activity by identifying multiple components associated with each activity, such as predecessors, successors, logical relationships, and resource requirements.

The Project Charter is a key input to the stakeholder identification process, as it provides high-level project information and identifies initial stakeholders.

Identify Risks is part of the Planning process group, where risks are identified and documented as part of the project’s risk management plan.

On each sprint, the Development team is committed to creating one or a few functionalities and delivering a potentially shippable product increment.

Systems thinking involves understanding how various components and hindrances within a project interact with each other and affect the overall system. By examining how different challenges are related and contribute to the project’s complexity, the project manager can develop a comprehensive plan that addresses these interconnected issues.

Finish-to-Start (FS) is the most common logical relationship where the successor activity cannot start until the predecessor activity has finished.

Fixed-Price Incentive Fee (FPIF) contracts allow deviations from performance with financial incentives, encouraging the seller to meet or exceed certain performance targets.

Stakeholders play a key role in the creation of a product roadmap by providing input on what features, priorities, and timelines should be included. Their feedback helps ensure that the roadmap aligns with their needs and expectations, and it guides the development process to meet the overall strategic goals of the organization.

Feature team involves organizing teams based on specific features of a product. Feature team is used in Feature-driven development (FDD), and isn’t a common practice in XP. XP tends to focus more on practices like collective code ownership and maintaining a flat team structure rather than dividing teams by features.

Brainstorming is designed to generate a large number of ideas in a short period of time. During brainstorming, ideas are generated without immediate evaluation or judgment, which encourages creativity and the free flow of thoughts.

Option A: Interviewing involves asking individuals questions to gather information and insights. It focuses on collecting data and opinions rather than generating a wide range of ideas.

Option C: Surveying uses questionnaires or polls to gather information from a large group of people. It is useful for collecting opinions or feedback but is not specifically designed for idea generation.

Ensuring that all requirements have been tested and validated is important before proceeding with delivery. The requirements traceability matrix (RTM) is used to ensure that every requirement is accounted for and tested. IF some requirements have not been accounted for, it’s important to address this before moving forward in order to avoid issues with the final product.

Communication Skills are critical for project managers to effectively manage teams, stakeholders, and project activities.

Verifying requirements is the process of ensuring that all requirements are of a sufficient quality (PMI Guide to business analysis, page 175).

Option B: Requirements verification could be done via peer reviews, such as another business analyst, team lead, or quality control team member. However, asking the quality team to redesign the requirements means altering them, which is not appropriate.

Option D: Validating requirements is the process of checking that requirements meet business goals and objectives.

Self-management in emotional intelligence refers to the ability to regulate and control one’s emotions. (PMBOK Guide 7th edition, page 26)

Option C: Self-awareness involves recognizing and understanding one’s own emotions.

Scrum is built around the concept of sprints, which are time-boxed iterations (usually 2-4 weeks) during which specific work is completed and made ready for review.

Milestones represent a moment in time, such as a significant project point or event, which is why they have zero duration.

Surveys are a direct method for collecting feedback from a large group of people efficiently. They can be designed to gather specific information about employees’ experiences, satisfaction, and issues with the new system.

The Delphi technique is a group decision-making process where subject matter experts provide estimates individually over several rounds. After each round, the estimates are discussed by the team, and the process repeats until a consensus is reached. (PMBOK 7th Edition, page 178)

A sprint burndown chart is a chart that shows the remaining amount in the sprint backlog. Time is shown on the horizontal axis and the remaining work on the vertical axis. As time progresses and items are drawn from the sprint backlog and completed, a plot line showing work remaining may be expected to fall.

Motivation involves ensuring that team members are satisfied with their job, feel challenged, and are compensated fairly, which helps keep them engaged and productive.

Option A: Influence involves persuading others to act but does not directly relate to job satisfaction or compensation.

Option C: Negotiation involves reaching agreements that satisfy all parties, not specifically related to job satisfaction.

A product backlog is a prioritized list of work for the development team. High-priority items typically represent critical features or requirements that must be completed for the product to be considered ready for delivery. If high-priority items are unfinished, it indicates that the product may not be ready for delivery until these critical items are completed and accepted by stakeholders.

The project’s duration is 10 days, which is calculated based on the critical path—the longest path through the network diagram, determining the shortest time to complete the project.

Manufacturing a product regularly is an example of operational work because it involves continuous production.

SAFe (Scaled agile Framework) focuses on providing a knowledge base of patterns for scaling development work across all levels of the enterprise. (Agile practice Guide, page 113)

Option A: Scrum of scrums is a technique used to scale Scrum to larger teams by having multiple Scrum teams collaborate and not a full framework designed for enterprise-scale.

The Project Organization Chart is a graphical display that shows project team members and their hierarchical links within the project (PMI Process Group, Page 229).

Root cause analysis involves systematically investigating the underlying causes of problems or issues. It helps identify why the response time has increased and what changes or factors might have led to this outcome. Techniques like the “Five Whys” or fishbone diagrams can be used within this method.

Influence is the key interpersonal skill that involves sharing power and using interpersonal skills to convince others to work towards common goals.

Scope creep refers to the uncontrolled expansion or changes in a project’s scope without corresponding adjustments to time, cost, and resources. This often happens when additional features or requirements are added to the project incrementally, which can lead to delays and budget overruns.

The purpose of the Sprint Review is to inspect the outcome of the Sprint and determine future adaptations. The Scrum Team presents the results of their work to key stakeholders and progress toward the Product Goal is discussed.

Option D: Inspecting progress toward the Sprint Goal is the purpose of a daily standup.

The project manager should continuously monitor the identified risks to assess any changes in their likelihood or impact. When risks materialize, the project manager should execute the pre-developed risk response plans to reduce the negative impact on the project and maintain progress.

Option A: An issue log is used to document problems or issues that have already occurred. Risks are typically documented in a risk register.

Option B: Risk response strategies should already have been developed during the planning phase when the risks were first identified. During execution, the focus should be on implementing and refining these strategies if needed, not creating them from scratch.

Option D: The project manager should take proactive steps to manage risks before they turn into actual issues.

The primary step is to bring the conflict to the attention of the relevant stakeholders. The business analyst should work with stakeholders to understand the implications of the conflict and facilitate a resolution that aligns with the project’s constraints and objectives.

A risk is a potential event that may or may not occur in the future. It can be either positive (opportunity) or negative (threat), and the focus is on mitigating or exploiting its potential impact. On the other hand, An issue is a problem or event that has already occurred and requires immediate attention to resolve or manage it.

Test team is not a role in Scrum; only three roles are defined in Scrum: the Development Team, the Scrum Master, and the Product Owner.

As the recipient of the project’s deliverables, the product owner is responsible for approving the deliverables of agile projects.

Collect Requirements is the process that involves determining, documenting, and managing stakeholder needs and requirements to meet project objectives.

An assumption is something that is accepted as true or certain for the purpose of planning and execution, even though it might not have been proven or verified. Assumptions are made to facilitate the project’s progress and planning but need to be monitored and validated as the project progresses.

A requirements traceability matrix (RTM) helps track and ensure that every project requirement is addressed and linked to corresponding deliverables. It provides a way to verify that all requirements have been met and facilitates easier validation and acceptance by stakeholders, ensuring that the final product aligns with the agreed-upon specifications.

Lead refers to an acceleration of the successor activity. In this case, the painter starts preparing the walls (successor activity) while still choosing the paint (predecessor activity).

After the software developers deliver a completed solution and the quality assurance team passes it, the next step for the business analyst is to conduct user acceptance testing (UAT). UAT ensures that the solution meets the business requirements and works as intended for end users. It involves key stakeholders and users verifying that the system functions correctly and aligns with their expectations before the solution is deployed.

The Development Team is responsible for managing and facilitating their standup meeting. This improves ownership and self-management.

Knowledge Areas are fields or areas of specialization that are commonly employed when performing business analysis. A Knowledge Area is a set of processes associated with a particular function (PMI Guide to Business Analysis, page 22).

Option B: A Process Group focuses on the sequence or phase of the project and describes the categorization of processes within the project life cycle rather than grouping the processes by their purpose or function.

Option D: Portfolio Management is the management of multiple programs and projects aligned with organizational strategy.

“Mitigate” involves taking actions to reduce the probability of occurrence or impact of a risk.

Frequent requests from stakeholders often indicate that they are not receiving the information they need in a timely or effective manner, suggesting the communication plan may need refinement. A good communication plan ensures that stakeholders receive necessary updates through formal channels, reducing the need for unscheduled communication (PMBOK 7th Edition, page 73).

Project management processes provide effective means to achieve project objectives, ensuring that the project meets its goals.

During the sprint planning meeting, the product owner and the development team define the Sprint Backlog & the Sprint Goal. As the Developers work on the selected user stories during the Sprint, they keep the Sprint Goal in mind.

The elements of a project management plan include various subsidiary plans such as the Change Management Plan, Quality Management Plan, and Scope Management Plan.

The Issue Log is updated to communicate resolved project-related issues to stakeholders

A User Story is a brief, simple description of a feature told from the perspective of the person who desires the capability, usually a user or customer. It is a tool commonly used in adaptive approaches, like Agile, to capture stakeholder requirements in the form of “As a [type of user], I want [some goal] so that [some reason].” The user story focuses on the value to the user and what they need from the system. (PMI guide to business analysis, page 215)

Option A: A Use Case describes a detailed interaction between a user and a system, focusing on the functional or nonfunctional requirements and covering normal and alternative paths in achieving a goal.

Option C: A Context Diagram is a tool used to visually represent the interactions between a system and external entities (like users, systems, or databases). It provides a high-level overview but does not focus on user value in the same way a user story does.

The Project Manager carries out the progressive elaboration of high-level information into detailed plans, as part of the iterative planning process.

A traceability matrix is a tool that links requirements to their corresponding design elements and final deliverables. It allows the business analyst to track and verify that each requirement is implemented as specified, ensuring alignment between the final product and the design requirements.

The main focus of the Manage Stakeholder Engagement process is to ensure that stakeholder expectations are met, fostering their continued support for the project.

Root Cause Analysis is used to identify a problem, discover the underlying causes that lead to it, and develop response plans to proactively address negative product risks or take advantage of potential opportunities.

Virtual teams create the potential for misunderstandings due to differences in communication styles, cultural backgrounds, and time zones.

In the Norming phase, team members start working together effectively, adjusting their work habits and behavior to support the team.

The Sprint Backlog items are the user stories selected to be done in a Sprint in order to achieve the Sprint Goal.

Market Conditions are an enterprise environmental factor that can influence the project, as they are external factors that affect how the project is executed.

Communication Methods are critical in project stakeholder engagement management, as they define how information is shared with and received from stakeholders.

Option B: Obtaining the Project Team is part of resource management, not stakeholder engagement.

Option C: Conflict of Interest Management is a specific issue but not the primary focus of stakeholder engagement.

A Secondary Risk is a risk that arises as a direct result of implementing a risk response.

The Project Scope Management Plan ensures that the project includes all the work required and only the work required to complete the project successfully.

Expert judgment is used in the development of the project charter to make informed decisions about the project’s objectives and requirements.

Overall explanation
Key points of scrum definition are:

Scrum is a framework, not a methodology or process

Scrum is lightweight, not complicated

Scrum helps people, teams and organizations generate value through adaptive solutions for complex products.

Explanation
A Request for Proposal (RFP) is a procurement document used to request offers or proposals from prospective sellers.

Design for X refers to a set of technical guidelines applied during product design to optimize specific aspects, such as reliability, assembly, manufacturing, cost, service, usability, safety, and quality. DfX aims to enhance the final product’s characteristics by controlling or improving these factors. Implementing Design for X can lead to cost reductions, quality improvements, better performance, and increased customer satisfaction.

Options A, C, D: Data representation, Data gathering, and Audits are tools to manage quality, but they do not fit for this situation.

Benchmarking is a technique used to compare the current performance of a process, system, or organization against a predefined standard, best practice, or competitor’s performance. It helps identify areas for improvement and sets goals based on high-performance standards. This technique is often used to assess the effectiveness and efficiency of processes by learning from the best practices in the industry (PMI guide to business analysis, page 60).

A flowchart (also referred to as process maps, progress flows, and progress flow diagrams) graphically displays the logical order of the project’s progress flow. Flowcharts can be used for process improvement as well as identifying where quality defects can occur or where to incorporate quality checks.

Options B & D: A Pareto chart is displayed as a histogram, illustrating the most serious causes of an error, while a scatter diagram is used to determine the correlation between two variables. Both diagrams don’t show the manufacturing process flow.

Option C: Context diagrams are used to visually demonstrate how a business process, other systems, and people, all interact. So, context diagrams can include a business process as one of its components, but they can’t give you an inside look at how the process flows.

When a process is out of control, the project manager should investigate the root cause and recommend corrective action to bring the process back into control.

A Resource Histogram shows resource levels and usage throughout the project, providing a visual representation of resource allocation over time.

The role of the project manager in the executing process is to supervise the performed work to ensure that project activities are carried out according to plan.

The Stakeholder Register includes information on each identified stakeholder’s position regarding the project, their influence, and their interest.

Resources can be identified as early as the Initiating phase, often through pre-assignment or resource negotiations. Pre-assignment might include the team members who have already been identified in the Develop Project Charter Process (Initiating process group) or other processes before the initial resource management plan has been completed (PMI Process Groups, page 214).

Detailed risks are not typically included in the project scope statement; they are addressed in the risk register and risk reports.

The scope baseline and project scope statement are created during the Define Scope process, which defines the detailed project scope, deliverables, and work required.

The Product Owner may represent the needs of many stakeholders including management. They are required to create and clearly communicate the Product Backlog items.

Option A: The daily standup is for the team. It is not for the Product Owner to facilitate it.

Option C: The developers prioritize their work during the sprint, not the product owner.

Option E: As a servant leader, the agile project manager is responsible for resolving problems encountered by the team.

Net Promoter Score (NPS) allows stakeholders to assign a numerical score that ranges from 0 to 10 to indicate their satisfaction level with the project, product, or service, as well as their willingness to recommend it to others.

In a matrix organization, the project manager shares responsibility for managing the project team with the Functional Manager, who oversees the team members’ functional work.

The business analyst acts as a bridge between the business and the project team, ensuring that the business vision is communicated clearly and that stakeholder needs are met (PMI guide to business analysis, page 49).

Subject Matter Expert (SME) offers their knowledge and expertise in a specific domain, process, or technology during the elicitation and analysis phases. SMEs provide valuable insights that help business analysts understand requirements, processes, and potential solutions. They assist in ensuring that the solutions align with business needs and industry standards (PMI guide to business analysis, page 51).

Product roadmaps are used to align multiple products in a portfolio by providing a unified vision, strategy, and timing for a set of products. This helps ensure that each product supports the overall business goals and is aligned with organizational priorities, while still allowing for strategic adjustments when necessary (PMI guide to business analysis, page 93).

Organizational Strategy is not part of the project statement of work (SOW), which focuses on the business need, project objectives, and product scope description.

A Scrum Master is a servant-leader for the development team. Facilitating and removing impediments helps optimize the team’s productivity.

Engaging the department early allows them to provide input on what they expect from the update, ensuring that their specific needs and concerns are addressed. Defining acceptance criteria ensures that the update meets their expectations.

Option D: The business analyst should elicit requirements; it’s not the responsibility of the department to define the project scope.

Define Scope is the process of creating a detailed description of the project and product, specifying what will be included and excluded.

A Matrix organizational structure allows project team members to report to both the project manager and the functional manager, balancing authority between them.

The Monitor and Control Project Work process involves updating the project management plan to reflect changes in scope, schedule, and cost (PMI Process Groups, page 163).

A Responsibility Assignment Matrix (RAM) is a document that maps project roles and responsibilities, showing who is responsible, accountable, consulted, and informed (RACI) for each task.

The Cost-Benefit Analysis is used to determine whether a project or phase should be started, continued, or terminated by comparing the expected benefits to the costs.

Ordering Product Backlog items is one of the Product Owner’s responsibilities although they may delegate the responsibility to others. Regardless, the Product Owner remains accountable. The most valuable product backlog items should be placed at the top.

Crashing is a technique used to shorten a project schedule by adding more resources to critical path activities to complete them faster.

The Project Charter is the document that formally authorizes the project, providing the project manager with the authority to apply organizational resources to project activities.

A Milestone marks the completion of a project phase or major deliverable and is a significant point in the project schedule.

The agile team should be cross-functional, meaning it collectively possesses all the skills required to produce a potentially shippable product increment.

The Probability and Impact Matrix is used to assess project risk by evaluating the likelihood of risk events and their potential impact on the project.

A business analysis performance assessment is a formal evaluation process used to understand the effectiveness of the business analysis practices employed in a project. This process helps identify the strengths and weaknesses of the techniques being used and suggests improvements or changes that can help address issues like underestimated complexities in system integration. This would allow the team to pinpoint the root causes of the delays and suggest process improvements to avoid further problems (PMI Guide to business analysis, page 309).

In the Predictive approach, the business analyst’s primary focus is on detailed requirements elicitation before development begins. This method follows a structured and linear process where all requirements are gathered and documented comprehensively upfront, ensuring that the development team has a clear and complete understanding of what needs to be built.

Stakeholder mapping and representation is a method of categorizing stakeholders using various methods. Categorizing stakeholders assists the project team in building relationships with the identified stakeholders (PMI Process Groups, page 301).

Fast Tracking is a schedule compression technique that involves performing activities in parallel that were originally planned in sequence.

The purpose of the Sprint Retrospective is to plan ways to improve processes. The Scrum team inspects how the last sprint went with regard to individuals, interactions, processes, tools, and their Definition of “Done”. The team members discuss what went well during the Sprint, what problems they encountered, and how those problems were (or were not) solved.

In adaptive approaches, the business analyst works closely with the product owner to continuously refine the product backlog. This includes adding or removing items, elaborating on requirements, and reprioritizing tasks based on evolving business conditions and priorities (PMI guide to business analysis, page 233).

The primary benefit of the Validate Scope process is that it facilitates the acceptance of the deliverables by the customer, ensuring that the work meets the project requirements.

Competitive analysis involves researching and analyzing competitors’ products, strategies, and market positioning. It helps the business analyst understand the competitive landscape and identify opportunities to differentiate and improve their own products.

Option C: Benchmarking involves comparing specific aspects of the product with competitors, industry best practices, or standards. In this scenario, the business analyst is focusing on competitors’ analysis rather than comparing performance or strategies.

Stakeholder analysis is not used to define acceptance criteria. Stakeholder analysis identifies and assesses the stakeholders’ needs, roles, and influence, but it does not directly determine the conditions under which a product or feature is considered complete (PMI guide to business analysis, page 217).

The definition of done (DoD) is a series of conditions that the entire team agrees to complete before an item is considered sufficiently developed to be accepted by the business stakeholders. The definition of done for a user story or iteration helps the project team know that the work is complete so the team can move on to the next user story or iteration (The PMI Guide to Business Analysis, page 219).

“Accept” is the risk response strategy where the project team takes no action toward a risk except to document it and revisit it periodically.

The change log is used to record the details of each change request, including the analysis of its impact on project constraints like scope, time, cost, and quality.

The primary purpose of a ‘lessons learned’ document is to ensure that future projects do not repeat the same mistakes by documenting what was learned from the current project.

The business case provides the rationale for undertaking the project, including an analysis of the expected benefits, costs, and risks. It is used to justify the project’s continuation or discontinuation by comparing the projected benefits against the actual expenses and risks.

Acceptance criteria define the specific conditions that a product, feature, or user story must meet to be considered complete and acceptable to stakeholders. These criteria are part of the “Definition of Done”, which is a broader concept encompassing all the requirements and standards (PMI Guide to Business Analysis, page 219).

Team members often adopt a flexible role distribution to meet iteration goals. It is common for individuals to perform tasks outside their typical job function in order to adapt to the dynamic nature of the project and ensure timely delivery (PMI guide to business analysis, page 311).

Options A & D: In predictive approaches, i.e., waterfall or traditional, roles are typically more defined and rigid. Each team member’s responsibilities are established upfront, and changes to scope or tasks are carefully controlled.

Option C: The incremental approach defines a set series of deliverables. In this approach, the project is thoroughly planned out from the beginning. Therefore, team members are unlikely to deviate from their established roles since work is highly structured.

Backlog refinement provides a chance for the product owner to discuss and address stories’ requirements with the team. This can involve discussing requirements, potential approaches, and even estimations in order to end up with a clear vision of how to approach stories (PMBOK 7th edition, page 179).