PMP_361_420

A large multi-year project requires highly skilled staff for successful deployment. The management team and the project sponsor have analyzed the resource requirements and agreed to have permanent staff hired for the project to avoid potential budget overrun. However, there is a risk of staff turnover during the course of the project, which may have an impact on the delivery. Which two actions should the project manager take to mitigate this risk? (Choose two.). A. Meet with management to discuss dividing the project into smaller projects. B. Convince senior management to hire third-party staff. C. Enhance the competencies of the project team through training, mentoring, and coaching. D. Increase the trained staff to create back-up for resources. E. Introduce a recognition program to motivate and reward resource performance.

A project team with members from many different countries is struggling to cooperate. The project manager accepted these diculties during the storming phase of team development, but the team has not moved to the next phase. The project is beginning to fall behind schedule. What can the project manager do to move the team to the norming phase?. A. Plan social activities to help foster stronger interpersonal relationships and identify shared goals. B. Figure out who is behind the issues and apply progressive disciplinary techniques. C. Speak with the project sponsor about changing the team composition. D. Show the team the schedule impact of their communication issues and encourage them to put their differences aside.

In a software development project, the product owner and development team agree on a sprint backlog. The highest priority in the backlog is to build a payment module. The team worked on the module during the rst half of the sprint, but now two developers want to spend the rest of the sprint focusing on refactoring another feature that might create issues in the future. What should the project manager do?. A. Let the developers focus on the refactoring work and discuss it in the retrospective. B. Restate to the developers the importance of focusing and meeting the sprint goal. C. Escalate the issue to the developers' functional managers. D. Praise the developers for their proactivity and focus on quality.

From previous lessons learned working with a client, a project manager notes that the client's turn-around times on documents sent for approval were very slow and well outside of the agreed timelines. At the initial kick-off meeting with the same client, how should the project manager approach this issue for the new project?. A. Update the project risk register with the potential for delays. B. Inform the client that extra resources will be added to give the client more time for reviews. C. Work with the client on an acceptable amount of time for document approval. D. Inform the client of their responsibility in relation to document approval.

During an ongoing project, a key resource asks the project manager about the project purpose and if it is aligned with the organization's strategy. What should the project manager share with the key resource?. A. The updated project management plan. B. The updated benets management plan. C. The updated communications management plan. D. The updated scope management plan.

After completion of a project with specic users in various countries, the project manager's supervisor asks if the project users are satised with the way the project was run. What two actions should the project manager take? (Choose two.). A. Send a questionnaire to the project participants and seek their feedback. B. Refer to the communications management plan. C. Obtain ocial approval on the new process from the various countries. D. Prepare the lessons learned from the project phase. E. Deliver the project materials to the users and see if they have any comments.

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identied by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager's next steps?. A. Make a change request and get formal approval from the project owner. B. Inform the client of the problem and follow the change request process. C. Conduct a proof of concept to make sure there are no problems in the revised design. D. Amend the design specications and pass them to the development team for reprogramming.

A project manager joins a team that is providing a customized enterprise resource planning (ERP) system to a client. A potential design problem is identied by the development team. After reviewing this issue with the project owner and team members, all agreed to revise the design to avoid a system defect when deployed. The design is already approved. What should be the project manager's next steps?. A. Make a change request and get formal approval from the project owner. B. Inform the client of the problem and follow the change request process. C. Conduct a proof of concept to make sure there are no problems in the revised design. D. Amend the design specications and pass them to the development team for reprogramming.

During the execution of a project, the nance team identied that they were not involved in building the business case for the project and will not approve the estimated return on investment (ROI). What should the project manager do?. A. Revisit the communications management plan and make necessary adjustments. B. Revisit the scope management plan and note this as a risk. C. Continue developing based on the project management plan and address the issue post delivery. D. Schedule a meeting with the product owner and nance team to agree on course corrections.

After the project charter's approval, the project manager needs to work on detailed project requirements, constraints, and assumptions with stakeholders. However, not all of the stakeholders are immediately available for a meeting in the short term. What should the project manager do in order to gather the information needed from stakeholders?. A. Conduct a meeting to build the project management plan with the stakeholders who are available. B. Email, call, or meet with each stakeholder separately to obtain their input. C. Escalate to the project sponsor that not all stakeholders are available for a meeting. D. Meet with the project management team to build the project management plan before consulting stakeholders.

A project manager has been selected to deliver one of an organization's key agship solutions. Critical success factors include agility, market adaptation, and a quick response to market offerings. What is one of the key activities that the project manager should undertake to ensure company success?. A. Request more funding from the project sponsor to hire additional skilled resources and to incorporate additional quality in the project delivery approach and outcome. B. Review the project objectives with the project sponsor to agree on more realistic and achievable project plans and deliverables. C. Create a business case after performing a market review, and then submit it to the sponsor to modify the project deliverable to meet the newly dened objectives. D. Conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions.

During the implementation of a project, the project team discovered a new opportunity. After an internal review, the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level. What should the project manager do next with this opportunity?. A. No more action is required. B. Share this opportunity with another project. C. Further monitor the opportunity. D. Establish a contingency reserve to support the opportunity.

During a project's third iteration, two of the existing team members were replaced. As the project entered the next iteration, the team velocity dropped and the performance started to slip. What should the project manager do?. A. Guide the team to revert back to the forming and storming stages. B. Discuss the decrease in productivity with human resources (HR). C. Convene a team building event to address key performance indicators (KPIs). D. Escalate the issue to the project sponsor.

While managing a project, the project manager has just noticed that the last several monthly invoices have been challenged by the client when they were clearly dened. The actual invoice payments received have also been late and were outside of the contracted payment schedule. Recent invoices have only been partially paid. What should the project manager do?. A. Review past projects for payment-related lessons learned. B. Add nonpayment to the issue log and keep tracking payments. C. Conduct a meeting with the project team to update the procurement management plan. D. Hold a meeting with the client to address the issue.

During a retrospective review, many project team members say they are not completing tasks during the iterations because of interruptions and requests for help from other teams. As a team facilitator, what should the project manager do to avoid this?. A. Reunite with the project team members affected and tell them not to reduce the team's capacity. B. Hire a coach to help all project teams to improve their abilities to solve problems on their own. C. Recommend to the project team members that they should improve their planning and make their stories smaller. D. Identify the problem's root causes and dene the ground rules with all project team members to minimize interferences.

A new project manager was assigned to a project during implementation. The project manager realized that new tax policies are creating a risk for a cost overrun by 25%. The project manager updated the risk register and kept the project running as normal. The CEO has announced that the project could be cancelled since the acceptable cost overrun is only 20%. The project manager was quite surprised as this was new information. What should the project manager have done to avoid this?. A. Implemented the communications management plan properly. B. Implemented the stakeholder engagement plan correctly. C. Provided a proper risk response. D. Ensured the risk tolerance of the company was properly updated.

A company that is heavily focused on delivering projects using predictive approaches on-boards a new project manager who uses hybrid approaches. The scope of the project contains a number of unclear requirements. How should the project manager plan the delivery of the project?. A. Ignore the unclear requirements and focus on the delivery plan of the project. B. Wait for the requirements to be more clear before any further action is taken on the project. C. Break down the requirements and prioritize the requirements into iterative work packages. D. Escalate the issue of unclear requirements to the management team and wait for nal authorization.

A company is changing their current business model. The change requires implementing a complex project using multiple agile teams. What three options should the project manager have the testing team adopt as testing mechanisms? (Choose three.). A. Story testing. B. Tests based on behavior and test-driven development. C. Independent personal testing. D. Security and performance testing. E. An experimental approach to cover all possible choices.

A new resource has joined an iterative project team. The project manager notices that the resource is unable to complete the deliverables on time. How should the project manager address this situation?. A. Discuss options to improve performance with the resource manager. B. Provide performance feedback as part of the retrospective ceremony. C. Address the lack of performance by coaching the new team member. D. Request a more ecient replacement resource from the project sponsor.

A large corporation is transforming itself from a predictive to agile approach. A project team with knowledge of agile practices is experiencing signicant conicts with the executives regarding the processes to be followed. How should these conicts be resolved?. A. Train the executives on agile practices. B. Include the executives in team retrospectives. C. Negotiate with the executives and agree on a process. D. Request that the executives use agile practices.

A transportation company is transforming its operational processes and the main system this company uses to move freight. The scope statement is in place. An iterative delivery approach has been agreed by all stakeholders. What does the project manager need to do next to help the team understand the work that needs to be done?. A. Create the requirements management plan to outline how project requirements will be collected, analyzed, and documented, and then assign requirements to team members. B. Work with the team to decompose the scope into a WBS and work packages in order to create required deliverables and timelines. C. Start working on the project management plan with work packages, a detailed schedule, and work assignments for team members. D. Work directly with stakeholders on the work breakdown structure (WBS) and assign tasks with a required timeline for each team member to start the work.

After a project has been approved, a key stakeholder tells the project manager that the current project management strategy is not well dened. The project manager is also informed that the key stakeholder does not want to hold a working session. What should the project manager do rst?. A. Share the project documents and invite the key stakeholder to discuss any concerns. B. Invite the key stakeholder to the project's change control board (CCB) to discuss adjustment of the project strategy. C. Ask the project sponsor to exert authority on the key stakeholder in order to maintain the approved timeline. D. Proceed with a working session for teams that do not belong to that key stakeholder.

A senior business stakeholder with many years of experience is pressuring an agile team to deliver most of the promised functionality to the customer 18 months in the future as opposed to multiple, incremental deliveries over the course of the 18 months. What should the project lead do next?. A. Work with the agile team to schedule the incremental deliveries to enable delivery of business value sooner to the customer. B. Work with the stakeholder to understand what the concerns are while, at the same time, conveying the benets of incremental deliveries. C. Schedule meetings with the customer to determine their ability to support multiple incremental deliveries. D. Provide details of the concern to the agile team and adjust their goals and release plans to conform to the stakeholder's request.

A new project manager is assigned to lead an agile project. The project manager wants to use motivation to encourage the team to perform well throughout the project. What should the project manager do?. A. Implement a reward system aimed to keep the team engaged and motivated. B. Find another method to increase the team's performance. C. Use the management reserves to fund some team-building activities. D. Inate project estimates to provide a nancial buffer for team activities.

A project manager is leading a project that is in an advanced stage. All high-level risks identied in the risk management plan have been resolved or are no longer a risk for the project. Only low-level risks remain. What should the project manager do now?. A. Reclassify low-level risks as high-level risks. B. Notify stakeholders that all high-level risks have been resolved. C. Reduce the priority of project risks as all remaining risks are low-level. D. Reevaluate identied risks and update the risk register.

A project manager is managing a hybrid project. After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently. How should the project manager respond?. A. Record the issue in the issue log and escalate the conict to the project sponsor for assistance. B. Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews. C. Discuss with the stakeholder the benets of the hybrid project and how frequent reviews lead to greater value and less rework. D. Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reect this reduced attendance.

The product team is progressing with a prototyping approach to deliver a multiyear business initiative. A few user stories are taking longer to be delivered. What should the project manager do?. A. Determine the risks and identify a resolution during the retrospective meeting. B. Inform stakeholders about the delay during project updates. C. Discover the gaps in the communications management plan and address them accordingly. D. Determine cross-dependencies and plan a spike in the next sprint.

A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project. What should the project manager do?. A. Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it. B. Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue. C. Delay the project until the issue is addressed and no longer presents as a risk to the project. D. Inform the sponsor that the issue has arisen and that the project's success may be uncertain.

A research and development team is nishing up a two year initiative. The project manager is focused on the closing activities for the project. Which activity should be considered as a priority?. A. Release the resources and plan for a project completion celebration. B. Ensure that knowledge transfer activities are executed as planned. C. Hold a steering committee meeting to inform them of the project completion. D. Mark the product backlog completion status and update the communications management plan.

An agile project team is looking to develop quality standards for a project. How should the project manager coach the team?. A. Determine the tools and techniques suitable for the project and ensure that testing is done early and continuously. B. Ensure that the denition of done (DoD) is provided when the product owner agrees that all acceptance criteria have been met for the user story. C. Insist that test-driven development is implemented along with the automated testing. D. Inform the team that user acceptance testing is required to ensure that the product owner accepts the solution.

Due to delays on some activities, one of the project team members has increased the scope without any approval. What should the project manager do next?. A. Remove the changes to match the original requirements. B. Add team members to the project to avoid more schedule delays. C. Update project documentation with the new scope. D. Evaluate the impacts of the changes that were made to the project.

A retail chain is evaluating a project to replace payment systems across all its stores in multiple locations. The project does not pass the nancial threshold but is also expected to increase market share, improve customer services, and retain more customers. The project is planned as a phased implementation, building on learning from the retrospectives during each phase. How should the business increase the value of the project?. A. Ask the benets owner to reassess the identied risks that are impacting the outcomes of the nancial benets. B. Use a shbone diagram to nd the root cause of the lower nancial benets with the benets owner. C. Consult with experts on methods to reduce costs and increase the nancial value of the project. D. Quantify the expected tangible and intangible benets in the benets management plan for each phase.

During the implementation phase of a construction project, the customer asked a key subcontractor to deliver a work package ahead of time. The subcontractor was not prepared for it and asked the project manager for additional budget. What should the project manager do rst?. A. Update the risk register and project log, and manage the budget closely. B. Revise the project scope accordingly to cope with the budget changes. C. Submit a change request to accelerate the project as requested. D. Ask upper management for more funds, and update the project budget.

FILL BLANK - The following table shows the business value created and the development effort required to implement various features in a product. Which feature should the team prioritize rst? Enter the feature name in the box below. câu này kèm ảnh. A. B. C. D.

An agile project is running activities to dene the minimum viable product (MVP). During the session, the project manager identies some mandatory regulations, but there is no consensus to include these regulations in the MVP because it may extend the duration of the project. What should the project manager do?. A. Ask the project sponsor to add more time to the project. B. Get commitment from the team to include all of the required regulations. C. Share with the participants the need to focus only on product functionality. D. Train the team on the new regulations as requested by management.

A project team has recently completed the initial sprint for developing an automated payroll system for a company. The project manager has scheduled a sprint planning meeting with the product owner and team members to discuss which features should be worked on next. Which two pieces of information does the project manager need in order to make this meeting productive and effective? (Choose two.). A. Company mission and vision. B. Sprint goal. C. Sprint charter. D. Product backlog. E. Burndown chart.

A project manager is responsible for building a bridge. The high-level elements of the project are handled using a predictive approach. The software responsible for retracting the bridge has been developed based on agile principles. During software development, the workow is often interrupted by various delays or impediments due to lack of information. How should the project manager handle this situation?. A. Increase retrospectives to deliver results fast. B. Make work visible using Kanban boards. C. Incorporate small batches of work into the project. D. Apply lean manufacturing to limit the team's work.

A project manager who is new to an organization observes that an approaching deadline is likely to be missed because there have been some delays on the project due to a lack of resources. What should the project manager do next?. A. Review the risk management plan to identify the response strategy. B. Escalate the issue to the sponsor and debrief them about the situation. C. Review the milestone list to determine which tasks can be fast-tracked. D. Organize a team meeting to discuss the next course of action.

A project manager is tracking a project, but a key stakeholder will not accept the project's key performance indicator (KPI) results. Which tool or technique should the project manager use?. A. Change control tools. B. Expert judgment. C. Autocratic decision making. D. Context diagram.

An agile team has been struggling to keep up with the planned pace, which is frequently resulting in sprint failures. What should the project manager do to help avoid this situation in the future?. A. Switch to a Kanban approach, implementing features on a rst-come, rst-serve basis, fostering a sustainable pace. B. Replace junior team members with more experienced ones, and negotiate the project scope to compensate for the budget gap. C. Ask the project sponsor to approve overtime to compensate for the lack of performance while adjusting the plan. D. Review the velocity of the team over the last several sprints and adjust the plan accordingly.

A project manager is managing a complex research project with a high level of uncertainty. A request is made to implement a mechanism to measure the quality of the deliverables. Using a hybrid approach, what techniques can be used to achieve this goal?. A. Scrum master reviews and the quality Kanban method. B. Daily Scrum and product owner quality assessments. C. Paired work and the customer role method. D. Time-boxed iterations and standup review meetings.

The project team follows a hybrid framework for its delivery. During the execution of a project, the team learns of a new compliance requirement that has to be delivered before any other requirements. How should the project manager address this situation?. A. Collaborate with the compliance team member to review and prioritize the requirement's delivery. B. Add the new compliance requirement to the backlog as the technical team does not have any capacity. C. Include the compliance lead in the stakeholders list and wait for the next status meeting. D. Ask the team to include the compliance requirement in the current sprint and deliver it.

A new project manager learns the work assigned to the team has already been decomposed to its lowest level. The project manager reviews the work and feels some additional, useful information is missing. What should the project manager review?. A. The WBS dictionary. B. The requirements traceability matrix. C. The project charter and scope statement. D. The business requirement documents (BRD).

The programming activities of a project were planned to last 35 days per module, but the programming of the rst module has taken 45 days. What should the project manager do?. A. Evaluate the situation and identify ways to compress the schedule without impacting baselines. B. Ask the team to work overtime to complete the deliverable on time. C. Submit a change request to the project sponsor to change the schedule. D. Check the scope to verify if there is scope creep and get the project on schedule.

The marketing team is transitioning to using hybrid approaches for their projects. The marketing director is not knowledgeable about hybrid methodologies, and the project manager needs the director's support as the marketing director is a key stakeholder. What should the project manager do to obtain the support?. A. Train the marketing team and keep the director informed. B. Mentor the marketing director on hybrid approaches. C. Ask the marketing team members to coach the director. D. Ask the marketing director to participate in daily meetings.

A project manager is appointed to simultaneously deploy a new solution to branches located in different countries. Deployment teams in each country will integrate and deploy the solution. The project manager discovers that the deployment teams each encounter similar issues. However, each team addresses the issues separately. What should the project manager do to help ensure more collaboration between the teams?. A. Ask the project sponsor to appoint new managers for the deployment teams. B. Propose that some of the teams delay deployments in their countries. C. Ask each deployment team to provide a very detailed schedule and action plan. D. Organize regular meetings with all of the deployment teams to share issues and solutions.

A company has a lot of experience with predictive projects. The project management oce (PMO) has been trying to implement iterative tools within the project management framework, and the project manager has been asked to use these tools in their current project. After the successful implementation of the iterative tools, the PMO asks the project manager to determine the benets these tools brought to the project. What should the project manager do?. A. Determine the data to be monitored during the project as well as the expected performance and targets. B. Update the communications management plan to consider performance review meetings with the project stakeholders. C. Prepare and submit a status report to the steering committee to update performance monitoring. D. Conduct reviews with stakeholders to discuss the potential benets the approach may have to the project.

A project manager receives a voicemail from a business analyst on the project team. The business analyst indicates that an internal stakeholder is upset that they were not included before the project began. The stakeholder is asking for an addition to the requirements traceability matrix. What should the project manager do to improve the stakeholder relationship?. A. Update the stakeholder engagement plan to ensure the stakeholder is included in the project stakeholder list. B. Consult the project scope document to make sure the addition is in scope. C. Engage the stakeholder to solicit more information before responding to the request. D. Initiate a project change request so the change control board (CCB) can decide if it is in scope.

Development team members are located in three different time zones. It is dicult to nd a suitable time to hold the daily standup for all team members. What should the project manager do?. A. Give up the daily standup and replace it with a daily report. B. Let the team members decide themselves if they want to join the meeting. C. Encourage frequent, small team meetings with two or three team members. D. Require all team members to join the daily standup regardless of the meeting time.

During the course of a project, a junior team member approaches the project manager for some direction and advice on risk mitigation. How should the project manager respond?. A. Offer guidance and follow up with some developmental activity for the junior team member. B. Refer the junior team member to the senior team member who develops the risk mitigation strategy. C. Inform the junior team member that risk mitigation is not part of their work. D. Tell the junior team member that the information is available in lessons learned.

A company is implementing a new system. The project manager has identied that it is best to complete this project using a mix of Scrum and Kanban methodologies. The product owner is confused as to how to start delivering the functionalities required. How should the project manager assist the product owner?. A. Coach the product owner on how to create a product backlog. B. Discuss the product owner's responsibilities within the project team. C. Encourage the team to subdivide the project tasks. D. Create a work breakdown structure (WBS) and explain the deliverables to the product owner.

An agile project is in its eighth iteration out of 16. After the last iteration review, the team members receive feedback from the security department about regulations with which the project must comply. Which two actions should the project manager take? (Choose two.). A. Ask the product owner to include the requirements in the product backlog. B. Ask the security department for details about regulations. C. Ask the stakeholders about the priority of this regulation. D. Ask the team members to include the requirements in the next iteration. E. Ask the team members to analyze the impact of including this regulation.

A project manager for a strategic initiative realizes a new stakeholder is interested in the project and wants to ensure the stakeholder is fully aware of the goals, objectives, benets, and risks of the project. What should the project manager do to enhance the success of the project?. A. Schedule a meeting with the new stakeholder. B. Share the project status reports with the new stakeholder. C. Update the stakeholder engagement plan. D. Add the new stakeholder to the communications management plan.

During the course of the project, several obstacles are identied that are preventing the project from moving forward. What should the project manager do to remove the obstacles?. A. Have the project team work on other activities. B. Implement plans to remove the obstacles. C. Escalate to the project steering committee. D. Prioritize the obstacles for resolution.

The project is delayed due to the high amount of major changes requested by different stakeholders at different stages of the project. If the project continues on the same path, it will consume twice the time and budget planned. What two actions can the project manager take to be more cost effective? (Choose two.). A. Conduct a stakeholder analysis. B. Reinforce team communication. C. Update the project management plan with the new timeline. D. Adopt an incremental approach. E. Leverage work between team members.

A project manager is working with a Scrum team that is continually missing deadlines. The steering committee is concerned about the project as it is not clear that it will deliver the expected value. After some analysis, the project manager discovers there is a mismatch of competencies in one of the teams. What should the project manager do?. A. Emphasize to the teams the importance of meeting the agreed deadlines. B. Provide appropriate training to compensate for the mismatch. C. Update the project schedule to reect the delay. D. Accept the risk of the project missing deadlines due to the mismatch.

The steering committee has asked a project manager experienced in agile to provide an indication of the time remaining on a medium-sized project. What tools can be used to provide this information?. A. A release burndown chart. B. Analysis of the business requirements document. C. Story points for the remaining user stories. D. Surrogate measurements.

A team is ready to start working on a project with a customer who was very dicult to work with in the past because the customer was unable to describe exactly what they wanted. What approach should the project manager take to remove this impediment?. A. Follow a predictive approach in order to obtain formal acceptance of each deliverable. B. Work with the product owner to dene the minimum viable product(s). C. Reinforce the negotiation and soft skills of the team through training. D. Develop and monitor a plan with due dates to reduce the time of completing the product.

A vendor supplying a piece of specialized equipment for a project has reported the potential for a delivery delay due to a technical issue with the sub-supplier. To stay on schedule, the vendor proposed replacing the sub-supplier's component with a similar part that is different from the one that is stipulated in the project specications. What should the project manager do next?. A. Accept the proposed replacement in order to keep procurement activities on track. B. Insist on using the component per the project specications and air freight the equipment to mitigate the delay. C. Instruct the vendor to use the part that is compliant with the project specications and update the schedule. D. Consult with a subject matter expert (SME) to see if the proposed change is acceptable.

At the end of a meeting, a functional manager takes the project manager aside to raise some concerns on behalf of a project team member who is unclear about their role and responsibilities for the project. What should the project manager do in this situation?. A. Develop a work plan for the project team member with the help of the resource manager. B. Advise the functional manager and the project team member to review the resource management plan. C. Tell the functional manager and the project team member to review the project charter. D. Ask the functional manager to create a specic responsible, accountable, consult, and inform (RACI) chart for the team member.

A project manager is struggling to gure out the performance of the project teams in an agile environment. For the same scope of work, team A has calculated 100 story points and team B has calculated 125 story points. Which team is performing better?. A. Team A as they have calculated fewer story points than team B. B. Team B as they have calculated more story points than team A. C. The team that completes the most stones selected from the sprint backlog. D. The team with the least amount of defects in their deliverables.