CAPM Mock Test Series – Part 5

In the Dynamic Systems Development Method (DSDM), one of the core principles is collaborating, but it does not advocate compromising quality (Agile practice guide, page 110).

The “Prepare for elicitation” process involves organizing and scheduling resources and preparing the necessary materials for the elicitation activities. The “Conduct Elicitation” process applies various elicitation techniques to extract information from stakeholders and other sources.

Option A: Determine Stakeholder Engagement process is part of stakeholder engagement and not elicitation.

Option C: Define and Elaborate Requirements belong to the analysis area, and not directly under elicitation​.

Option E: Confirm Solution Evaluation Approach process is related to solution evaluation and not elicitation.

An Iterative life cycle approach allows for feedback on unfinished work and encourages modifications based on that feedback. In iterative development, a project progresses through repeated cycles (iterations), where feedback is gathered and used to refine and improve the work in each subsequent iteration (Agile practice guide, page 21).

The project charter typically includes high-level information such as management provisions, which outline project governance, roles, and responsibilities, and provide authorization for the project to begin.

Option B: The detailed project schedule is part of project planning, not the charter.

Options C & D: The list of potential stakeholders and the stakeholder register are part of more detailed planning and stakeholder management.

An Adaptive project lifecycle model is best suited for environments with a high level of change and extensive stakeholder involvement. This approach is flexible and responsive, allowing frequent feedback and adjustments throughout the project.

Options B & D: Progressive and tailoring are not standard project lifecycles.

Option C: Predictive works best in stable environments with well-defined requirements and minimal change.

The business analyst works closely with the sponsor to define the problem, identify solutions, and ensure that the business vision is addressed in the solution. The business analyst also acts as a communication bridge between the sponsor and the project team, ensuring the sponsor’s needs are met throughout the project (PMI Guide to business analysis, page 50).

A Project Manager is assigned by the performing organization to lead the team responsible for achieving the project’s objectives. The project manager oversees the planning, execution, monitoring, and completion of the project to ensure it meets its goals within scope, time, and budget.

Option B: The Functional Manager oversees a specific department or function within the organization, but not specific projects.

A Readiness assessment is conducted to confirm whether an organization is prepared for a transition to a new system. It evaluates various factors such as the organization’s capability, infrastructure, and stakeholders’ preparedness to handle the upcoming changes (PMI Guide to business analysis, pages 218 & 219).

The Project Scope Statement includes detailed information about the project’s scope, major deliverables, assumptions, and constraints. It provides a clear definition of what is included in the project and what is excluded, helping to guide project execution.

The SOW describes the procurement items to allow prospective sellers to determine if they are capable of providing the products, services, or results. The SOW can include specifications, desired quantity, quality levels, performance data, period of performance, work location, and other requirements (PMI Process Groups, page 216). Prospective sellers are responsible for submitting their proposals, including pricing details.

The phases of a project are typically grouped together to form the Project Life Cycle, which defines the stages a project goes through from initiation to completion. Each phase provides an opportunity for management control and decision-making, ensuring the project remains aligned with its objectives.

Pull communication is a method where the information is made available to recipients, but they must take the initiative to retrieve or access it, often from a shared repository (e.g., a website, intranet, or database). This method is commonly used when the volume of information is large, and not everyone needs or wants the same level of detail.

Option A: Letters, memos, reports, emails, and faxes all fall under push communication, in which information is actively sent to recipients.

Option D: Pull communication is often used for larger volumes of information.

Social skills in emotional intelligence involve the ability to build relationships, communicate effectively, and manage conflicts within a team. This component focuses on navigating interpersonal dynamics, including resolving disagreements and fostering collaboration. (PMBOK Guide 7th edition, page 26)

Total Float = Late Start date – Early Start date = 15 – 10 = 5

Operations management refers to the continuous management of the production of goods and services to ensure the smooth functioning of day-to-day business activities and long-term business continuity. It focuses on maintaining efficiency, quality, and productivity in the ongoing processes of a company.

A product roadmap is used to outline the long-term development and evolution of a product, providing a high-level plan of features, milestones, and releases. It serves as a strategic tool in business analysis to show how the product will mature, meet customer needs, and respond to market changes over time. It aligns stakeholders with the vision and direction of the product​.

The Project Sponsor is primarily responsible for ensuring that the project remains aligned with the business objectives. They provide high-level guidance, support, and oversight to ensure that the project’s goals and deliverables align with the overall business strategy and objectives (PMBOK Guide 7th Edition, page 207).

In Agile, servant leadership focuses on facilitating collaboration, supporting the team, and removing any obstacles that may impede progress. The goal is to empower the team to self-organize and perform at their best (Agile practice guide, page 34).

Kanban focuses on making work visible and managing the flow of tasks through a visual board. It helps teams visualize their workflow, limit work in progress (WIP), and optimize the flow of tasks to improve efficiency (Agile practice guide, page 12).

A product roadmap is typically first developed as part of the product visioning activity. During the visioning process, the long-term goals and direction of the product are established, and the roadmap serves as a strategic plan that outlines the major milestones, features, and releases. It provides a high-level view of how the product will evolve over time to achieve the product vision.

Options A & D: The roadmap should be developed before the execution, test, and launch phases.

Option B: The product roadmap often comes before the product backlog is fully defined. The roadmap sets the direction, and the backlog is then populated with specific tasks and features that align with the roadmap.

In an Agile approach, the primary measure of progress is working software. Agile prioritizes delivering functional, usable software frequently over other indicators such as documentation or schedule adherence. The goal is to provide real value through regular, incremental deliveries. (Agile practice guide, page 9)

Cadence refers to the rhythm or regularity of activities conducted throughout the project. It often describes the consistent intervals at which tasks or iterations (such as sprints or releases) occur. (PMBOK Guide 7th Edition, page 34)

Situational Leadership adapts and evolves based on the competence and commitment of the team members. Leaders using this style change their approach depending on the team’s development level, providing more direction or support as needed (PMBOK Guide 7th Edition, page 156).

The daily standup is a meeting held by members of the project team. This meeting brings the team together for a status update, to ensure that everyone is on the same page and has insight into what is going on, whether it’s good or bad. Such a meeting usually takes up to 15 minutes during which every team member is asked three questions: What did you do yesterday that helped your team meet the Sprint goal? What will you do today to help your team meet the Sprint goal? And, Did you face any impediments that prevented you or your team from meeting the Sprint goal? (PMBOK 7th edition, page 179).

The right step consists of understanding why the feature was not accepted in the first place, and then moving on to making the required updates. After that, the feature can be moved back to the backlog for reprioritization.

Option B: Deleting the user story is not a rational choice since the feature has already been developed, which implies that it brings added value to the product.