PMP_541-600

A project just kicked off and management's expectation is to ensure that the deliverable of the first iteration helps the marketing team present the product prototype to potential customers. What should the project manager do?. A. Increase the details of the work breakdown structure (WBS) to minimize errors and delays. B. Split the backlog into phases to ensure that the key features are delivered first. C. Ask the sponsor to prioritize some functionalities of the product. D. Identify the minimum functionality required for the product.

A project manager is in rapid development mode on a joint application development module. The company wants delivery to occur in two weeks. The module needs to be integrated with other modules on a similar timeline, but release management has a three-week backlog. What should the project manager do?. A. Push the team to deliver more so that the modules are developed and rolled out according to management's request. B. Speak to the stakeholders to resolve the bottleneck and see how the entire process can be streamlined. C. Have the team work toward the tighter deadline so that integration will be easier. D. Speak to the team and slow the current pace to ensure the team is in alignment with the release date.

An organization is introducing agile to its projects. During an informal discussion the project manager learned that team members who are currently working on different teams are discussing how they would like to be together on the same team. What should the project manager do?. A. The project manager should not allow resources to choose teams because the project manager assigns the resources based upon project needs. B. The project manager should not allow resources to choose on which team they would like to work because they will always choose their favorite team. C. The project manager should allow the resources to periodically choose on which team they would like to work. D. The project manager should indicate that the team members have already been assigned to a team through workforce optimization.

During a retrospective meeting a project manager hears that stakeholders have been constantly complaining at iteration demos about product features not being delivered as requested. What advice should the project manager give to the Product owner to ensure that product features are always delivered as requested?. A. Include stakeholders during daily standup meetings to monitor progress. B. Validate acceptance criteria with stakeholders prior to backlog refinement. C. Avoid including stakeholders in iteration reviews. D. Create a requirements traceability matrix and distribute it accordingly.

A project for a new product launch is in a very initial stage and the requirements are evolving. Due to stiff competition in the market, the customer would like to launch the product keeping the scope flexible. The project team intends to start the work based on the forecast of a similar project delivered last year. Which project approach suits the scenario?. A. Execute it as a Scrum project. B. Execute it as a predictive project. C. Execute it using the same approach as the reference project. D. Execute it as a project with stage gates.

The project manager of an agile project has been asked to reduce the budget by 30%. Since this is a small project team, the budget is primarily allocated to resources. What strategy should the project manager use in order to keep delivering value in a restricted environment?. A. Reduce the project staff and adjust the scope and timelines accordingly in support of the budget reduction. B. Balance the project team in order to accommodate the budget challenges, and provide training to mitigate the risk of low performance. C. Prioritize the product backlog looking for high business value and low effort, and adjust the project budget and staffing to account for those items. D. Restrict the project scope only to basic critical features and run the project with the current staffing level until all of the budget is consumed.

During the implementation phase of a project, a new regulation affects the project, and a critical status meeting discussing the scope changes is required. The project manager discovers that a key stakeholder cannot attend the scheduled meeting. What should the project manager do?. A. Call for a change control board (CCB) meeting, and inform the stakeholder about the outcome. B. Update the communications management plan and implement the change. C. Meet with the project sponsor to discuss how to address the situation. D. Meet with the stakeholder prior to the meeting to obtain their opinion.

A new project has been kicked off following a planning session. The project is under direct oversight of an executive in the organization. After a review meeting, the project manager overhears an executive request a dashboard from one of the team members to show the overall project status. What should the project manager do?. A. Update the stakeholder engagement assessment matrix. B. Update the communications management plan to include informal requests. C. Ask the team member to develop a dashboard to fulfill the request. D. Tell the team member to route the request through the project manager.

A project manager is managing a project which has a very complex and long execution period. Although the project is mostly predictive, the team was able to break the design and execution into smaller packages using a hybrid framework. The business wants to keep track of the value delivered by this framework application but there is no defined set of measurable items for the framework. What should the project manager do first?. A. Work with the stakeholders to determine which measurable benefits can be tracked and assign an accountable person to monitor and report them. B. Create a report based on the work breakdown structure (WBS) and update it on a regular basis. C. Use the same benefits tracking process from the last predictive project and add this to the monthly status report. D. Research which templates of reports were used the most for this framework and incorporate them into the project.

Early in the execution phase, a project manager discovers that recent changes in enterprise environmental factors (EEFs) will severely reduce the implementation cost and shorten the project schedule. How should the project manager address this situation?. A. Meet with the project team to decide how the remaining budget will be spent. B. Keep the extra budget as management reserve until project closeout. C. Give the team extra time to finish tasks within the original timeline. D. Follow the project escalation policy and communications management plan.

A group has been working together for one month. During daily meetings a team member continues to express issues in completing their tasks. What should the project manager do?. A. Wait for the team to identify and solve the problem independently. B. Move the team member to another task that is more skill appropriate. C. Have a confidential discussion with the team member to identify the root cause. D. Start a discussion with all team members to help resolve the issues.

A team has different ideas on how to address a feature of a product under construction and; although the sprint began two days ago, they have still not reached a consensus. What should the project manager do?. A. Ask the product owner, who is the key stakeholder, to choose among the different ideas. B. Propose ideas to the group, ask everyone to vote, and then choose the most popular idea. C. Schedule a session to give everyone the chance to express their opinions about each idea, then vote and decide. D. Offer an opinion about the pros and cons of each idea and try to reach a consensus in a facilitated meeting.

A junior staff member was recently assigned to the team. The new team member tells the project manager that they are confused because they are not familiar with what is expected of them on the project. What should the project manager do to assist the new team member?. A. Advise the new team member to enroll in project management training. B. Instruct the new team member to review the responsible, accountable consult, and inform (RACI) matrix before asking for help. C. Advise the new team member to review the project charter and stakeholder engagement plan. D. Review the resource management plan and provide mentoring to the new team member if necessary.

A project team is engaging a development team in another country to develop software. During progress reviews, the project manager identified completion date delays due to rework because there were different interpretations of the client's needs. What should the project manager do?. A. Set up a meeting with key stakeholders to clarify requirements. B. Escalate to the project steering committee and request additional time. C. Travel to the development team's office to push the schedule. D. Create prototypes with the development team to confirm requirements.

A team has been working on a project for several months, but the completion date is unclear because the scope is changing frequently as new knowledge is gained. Some deliverables have already been completed, but when new stakeholders join the team, they complain that project outcomes are not meeting business goals. How can the project manager prevent this situation from happening in the future?. A. Create a prioritized backlog and define iteration review sessions with stakeholders. B. Create a detailed work breakdown structure (WBS) and milestone schedule approved by all stakeholders. C. Schedule a daily meeting to review team performance and impediments. D. Schedule a kick-off meeting for every project phase to share the project management plan with all stakeholders.

A company recently used desktop research for a feasibility study, which showed that the project is behind schedule. The project team also has concerns about the impact of scope changes on the project schedule. What should the project manager do to keep the project on schedule while still meeting project objectives?. A. Collaborate with the change control board (CCB) to review the scope and submit any change requests. B. Submit a change request to the CCB and update the schedule. C. Update the scope and add more resources to the project. D. Update the scope and move on to the next project milestone.

A project manager has been using predictive methodology for more than 10 years and is switching to an agile project. The team members have not previously worked together. After two sprints of work, the team has not achieved any outcome and there is a lot of pressure to get work done. What kind of leadership style should the project manager use at this stage?. A. A directive style that makes decisions for the group to reach early outcomes. B. A leadership style that coaches people who want help and fosters greater team collaboration. C. A passive leadership style that allows the team to self-organize until the norming stage is reached. D. A democratic style that uses techniques where majority opinion prevails.

A project manager has been assigned to lead a project to deploy a new system. The stakeholders disagree on the project objectives and approach. What should the project manager do?. A. Create a roles and responsibilities matrix based on the project charter and ask the sponsor to share it with all stakeholders to provide credible authority. B. Conduct scoping workshops with the project team to create a work breakdown structure (WBS), assign tasks to various entities, share this with all stakeholders, and ask the team to complete their tasks as scheduled. C. Conduct a general meeting with all stakeholders and review and address a list of activities for each of them. D. Breakdown the situation to identify the root causes for the disagreement and then work with each stakeholder and participating entity on their exact roles and responsibilities.

The project manager started a new project and must ensure that the team members and stakeholders are adequately trained. After an interview with the team, the project manager discovers that all resources have experience in different agile methodologies. What should the project manager do?. A. Make sure the project team is aware of all agile techniques. B. Skip the training because the team already understands agile. C. Ensure the team has a common understanding of agile. D. Teach one agile methodology fully and completely.

A project manager invites the company CEO, sponsor, team members, and an external client representative to a meeting to review the project management plan. The project manager starts to present the budget but the CEO suddenly asks to end the meeting. What should the project manager have done to avoid this situation?. A. Reviewed the communications management plan before inviting an external client representative to the meeting. B. Reviewed the cost management plan with internal participants and CEO prior to inviting an external client representative to the meeting. C. Performed a root cause analysis with the external client representative and documented the findings in the lessons learned register. D. Sent the presentation slides to internal participants first and then to the external client representative prior to the meeting.

A project manager is assigned to a new project to deliver a product at the end of the year. The project manager was informed by the vendor that a core component could not be shipped on time, which will impact the schedule. What should project manager to do next to minimize the impact on the project?. A. Schedule a meeting with all stakeholders to extend the project deadline. B. Replace the vendor with a new vendor who can offer the component on time. C. Add an item to the next status review to make stakeholders aware of the vendor issue. D. Review and update the issue log and determine if any alternative components can be offered.

In a hybrid project, the customer decided on a major change for the project design. This change was approved and the impact on schedule and budget is known. The software team leader, who is supposed to develop the software, refuses to commit to delivery dates claiming that they work using an agile approach and cannot commit to a final delivery date. The hardware team depends on this software to develop their part of the product. What should the project manager do?. A. Add this risk to the risk register and monitor it according to the risk management plan. B. Escalate this to higher management and ask for help to resolve the issue. C. Impose the delivery dates on the software team leader and notify the functional manager about the situation. D. Ask the software team leader to use a predictive approach and commit to a delivery date.

A project manager is having difficulty acquiring final acceptance of some deliverables from a stakeholder for reasons that seem to be outside of the project acceptance criteria. What should the project manager do?. A. Persuade this stakeholder using emotional intelligence skills to obtain acceptance. B. Obtain final acceptance from another stakeholder who is also familiar with the project. C. Escalate this issue to the project sponsor and ask for support in obtaining final stakeholder acceptance. D. Create a project acceptance waiver noting the stakeholder's concerns so they can be addressed later.

How should the project manager develop the project management plan to ensure that the project continually delivers the expected benefits?. A. Clarify project benefits with the sponsor. B. Identify the goal of each work product. C. Perform integration testing of each release. D. Include the entire project team in testing.

During project execution, a project manager is informed that most of the project team members have enrolled in the newly implemented work-from-home company policy. How should the project manager reflect this change in the project?. A. Update the communication styles for enrolled team members in the communications management plan. B. Update roles and responsibilities for enrolled team members in the responsibility assignment matrix (RAM). C. Update the stakeholder engagement plan to include the emergency contact information for enrolled team members. D. Update the resource calendar for enrolled team members in the resource management plan.

A project manager is assigned to a project within a program. The high-level requirements of the project are known, but the priorities of some of the requirements are uncertain as they are interdependent on some other pipeline projects within the program. How should the project manager prepare for the next steps of the project?. A. Escalate to the management team to increase the timeline based on the complexity of the project. B. Wait for the other project estimates before planning the schedule. C. Prioritize and estimate the milestones for the high-level requirements based on historical data. D. Ask the project management office (PMO) to estimate the tasks for all the projects and share the project management plan.

A new team member has joined an agile project, replacing a team member who recently left. The project team needs the new team member to speed up their ability to contribute effectively to the project. What should the project manager do to help in this situation?. A. Assign the new team member the same tasks that were assigned to the previous team member who they replaced. B. Schedule knowledge transfer sessions and assign less complex tasks to the new team member. C. Send technical documentation to the new team member and schedule training for the next iteration. D. Have the new team member complete all of the company's mandatory training.

A team is holding the first demonstration of the software built to date on a medium-sized project. The product owner has uncovered a number of issues they would like to be addressed before providing approval. How should the project manager approach this problem?. A. Plan to address the issues through backlog grooming and incorporate them into the next sprint. B. Refer the product owner to the change management plan, then escalate to the steering committee. C. Refer the product owner to the signed business requirement document and explain that the current plan cannot facilitate these changes. D. Tell the product owner the issues will be addressed in the second version of the software.

A project manager has just finished initiating a project. While planning the project manager notes that several essential team members do not have the required skills for key tasks later in the project. What should the project manager do first?. A. Develop the resource management plan and ensure adequate training. B. Replace the current project team members. C. Outsource the task to be completed by a specialized vendor. D. Update the issue log to account for the lack of team member qualifications.

A project to develop a large hydropower plant is in the implementation phase and is managed using a hybrid approach. What should the project manager do to ensure full compliance of quality requirements during the execution phase?. A. Analyze the quality requirements. B. Plan quality management. C. Continually survey the quality of the deliverable. D. Set up quality policies and procedures.

A project manager finished reviewing the project deliverables for the current iteration with the customer. A new key stakeholder who just joined the customer's team, complains that the results do not provide the capabilities the business anticipated. What should the project manager do to address this issue?. A. Create a change request and update the scope management plan. B. Conduct stakeholder identification and a project objectives review session. C. Update the stakeholder list and fix the deliverables. D. Update the project management plan and lessons learned.

As part of the strategic plan, a company decides to implement a new software platform to manage a centralized document repository. Some requirements are clear and some need more detail. What should the project manager do first to decide how to manage this project?. A. Select a predictive development life cycle based on the team's experience. B. Determine the most appropriate life cycle approach for the project. C. Register all requirements into a backlog for further detailed analysis. D. Split the requirements, put them into two separate projects, and apply different approaches.

One team member is not as active as the rest of the team during a brainstorming session. The project manager has a separate conversation with the team member and learns that the team member is slightly hearing impaired. The team member appreciates the project manager's concern. The project manager then decides to change the time and room for the meeting to ensure everyone can participate. What interpersonal skill did the project manager use?. A. Networking. B. Emotional intelligence. C. Conflict management. D. Influencing.

For the purposes of quality assurance, a quality audit was conducted on the processes being used in the project execution plan. One of the nonconformance issues raised by the auditor was that attendance lists for the project risk review meetings were not available. Why is an attendance list important?. A. It is standard practice on projects to conduct risk review meetings which should have records on meeting attendance. B. The attendance list is evidence that risk review meetings were held with the appropriate project team members. C. It is a record that shows the number of attendees in the meeting. D. It is a document that is registered within the lessons learned register.

A company is initiating a project to enhance one of its existing products. All of its products are developed internally. What should the project manager do?. A. Ensure the stakeholder engagement plan is accurate and properly documented. B. Review the lessons learned from the previous project. C. Identify the risk of implementing the new solution and evaluate the impact on the project. D. Create a lessons learned document for the initiation phase.

The client will not agree to closure, claiming that the project team has not performed the code inspections mandated in the development contract. The project team has performed the code inspections, however the records are not complete. What should the project manager do?. A. Seek expert legal advice on the interpretation of the clauses in the contract. B. Hold a meeting with the project team project sponsor and the client to agree to the further work required to close the project and add to lessons learned. C. Close the project and hand over the deliverables to the client. D. Hold a lessons learned workshop with the project team and project sponsor to avoid contractual compliance issues arising in future projects.

A project manager has a team of shared resources from other projects who are working on a client project. Three days before the project is due. The team informs the project manager that the project will be delayed because a component was not delivered on time. Competing priorities of the shared resources are delaying delivery of the component. What should the project manager have done to prevent this delay from happening?. A. Updated the risk management plan and registered lessons learned for the project. B. Reorganized the team for the project based on the work breakdown structure (WBS). C. Maintained constant communication with the stakeholders of the other projects. D. Used the resource management plan to identify the impacts of the other projects.

A project manager has been managing a highly complex project. The project manager has ensured that all of the required tasks have been completed. During a recent external audit. The project manager was informed of a heavy penalty being levied on the project for the latest module that was implemented. What should the project manager have done to ensure that there were no liabilities arising from the recent implementation?. A. Ensured that all defects identified during testing were resolved before implementation. B. Ensured that all of the required tasks identified in the scope were completed successfully. C. Ensured that all documentation was completed post implementation before closing the project. D. Ensured that all the required approvals were received per the organizational procedures.

A project manager at a company is considering a high-performing junior member of the organization to be the new project manager for a current project. What should the project manager do to prepare for a recommendation to senior management?. A. Compile key highlights featuring the team member from the meeting minutes. B. Ask the team member to write a short biography listing their qualifications. C. Gather project artifacts that demonstrate the team member's high performance. D. Calculate the health of the projects on which the team member has worked.

A project manager accepts a delivery at the project site but the items are of a poor quality. The project manager gets the local vendor to fix the items but more deliveries from this vendor are expected. What should the project manager do going forward?. A. Allocate extra time to inspect deliveries for quality assurance upon arrival at the site. B. Review the contract requirements and ask for the applicable evidence for quality assurance. C. Have the vendor issue the quality documentation prior to the next delivery. D. Call the vendor and have them verbally guarantee the quality of the next site delivery.

During project execution, the risk owner is monitoring the critical speed rate of a power engine to eventually trigger the defined risk-response strategy. During the risk assessment and management process phase, it was defined that the power engine has the following characteristics: 1,600 rpm (rate-per-minute) -> stops working and crashes the system 1,500 rpm (rate-per-minute) -> warns of max rate allowed 1,400 rpm (rate-per-minute) -> reduces the power and brakes the engine Which of the following statements is correct?. A. 1,600 rpm is a project risk, 1,500 rpm is an event that triggers a response strategy, and 1,400 rpm is a project issue. B. 1,600 rpm is a project issue, 1,500 rpm is an event that triggers a response strategy, and 1,400 rpm is a project risk. C. 1,600 rpm is a project issue, 1,500 rpm is a project risk, and 1,400 rpm is an event that triggers a response strategy. D. 1,600 rpm is an event that triggers a response strategy, 1,500 rpm is a project issue, and 1,400 rpm is a project risk.

Project A is critical for the company and must be completed within nine months. The project charter has been signed but the project scope statement has not been prepared. Management asks the project manager to move forward with the project without an approved project scope statement. What should the project manager do next?. A. Escalate the issue to the project sponsor and add it to the risk register. B. Refuse to work on the project because management is not following standard project management practices. C. Meet with management to explain the potential problems with running a project without a project scope statement. D. Start the project with inputs from the project charter to save time.

A project manager is starting a project using a hybrid approach and notices some team members only have knowledge of predictive approaches. What does the project manager need to do first in order to have good project performance?. A. Coach those team members lacking hybrid knowledge to learn on the job. B. Change the team to include hybrid experts. C. Assess the required training per team member. D. Deliver hybrid training to all team members.

While reviewing prototypes, the quality team found some deviations that do not affect the mam functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserves. What should the project manager do?. A. Ask the product designer why the deviation was not considered in the design phase. B. Report to the project sponsor that the product is working and the project is struggling with the budget. C. Evaluate and initiate the change request process with the stakeholders. D. Ask the quality team to discard the sample and test again with a new sample.

A team has been struggling with various issues during the course of an iteration. The project lead facilitates a discussion of the issues and the team forms new team agreements. During the next iteration, some of the same issues appear again. What should the project lead do next?. A. Notify senior management of the issues, and have them review the importance of agreements with the team. B. Challenge the team to determine if the issues surfaced again because agreements were not followed. D. Let the team self-organize and determine the best means to prevent the issues from occurring again. C. Post the agreements in a conspicuous place where all of the team members can see them.

A technical subject matter expert (SME) identifies an occurrence that should be captured in the project's lessons learned. The SME asks the project manager to write, document and include it in the lessons learned register. What should the project manager do?. A. Assign the documenting task to a project team member. B. Ask the SME to document and capture the occurrence. C. Request the SME to wait until the project closure phase. D. Take ownership of documenting this information.

During the course of a project, the project manager wants to ensure that the work carried out and the product being created do not deviate from the prescribed business value. What should the project manager pay special attention to in order to achieve this goal?. A. Reviewing and updating the requirements management plan. B. Carrying out quality audits and failure analyses. C. Monitoring the work breakdown structure (WBS). D. Monitoring and updating the benefits realization plan.

The project sponsor on an agile project informed the project lead that an executive would like an update on the project's progress. What should the project lead do?. A. Provide a link to the project's shared drive for the executive to search through for any artifacts that are of interest. B. Invite the executive to the project's meeting space to determine if the project information radiators meet their needs. C. Reach out to the project management office (PMO) for status report templates and provide project updates in that format. D. Ask the project sponsor or product owner to provide an update since the project lead should be trying to keep the team free from impediments.

During an iteration of a project, a planned activity becomes more complex. The work should be delivered in the shortest time possible. What approach should be used in this situation?. A. The team facilitator gets support from external team members. B. The team members bring in a specialist to help them. C. The product owner moves it to the product backlog. D. The cross-functional team member work together to complete the activity.

A multinational company has a plan to expand their business into a new country where they currently have no presence. A project manager is assigned to initiate this project. After reviewing the business case, what should be considered first when developing an appropriate implementation strategy?. A. Acquire project resources from the new country to mitigate the risk of uncertainty. B. Evaluate the environmental and regulatory factors and identify high-level risks and assumptions. C. Identify and monitor the risks closely since the company does not have lessons learned for this country. D. Ensure that project sponsors are in agreement on the project deliverables and timeline during the project.

A project manager is assigned to lead a newly formed agile team. The functional manager has assigned tasks to team members, but the team members do not feel empowered. How can the project manager promote empowerment and accountability among the team?. A. Assign the tasks individually based on the role of the team member to ensure expertise on the subject. B. Encourage and assign the team to perform demos of their products or software with the customers. C. Give the team autonomy to make their own decisions on how to perform the tasks. D. Encourage the team to keep the product owner involved when choosing ways to resolve the given task.

A project manager who is managing a critical project in a multinational company is conducting a progress meeting with all team members. During the meeting, one of the team members states that they are facing a critical problem that will prevent them from completing their assigned task. What should the project manager do?. A. Ask the team member to follow the approved communications management plan to communicate their issue. B. Schedule a meeting with the concerned team member to review and update the issue log together. C. Review the risk register with the team member to find the proper response action for this issue. D. Ask the team member to raise a change request to assess the issue in detail.

During the last sprint review the product owner stated that the product does not deliver any value. The project manager believes that the product meets all the provided specifications. The team is confused by the product owner's statement. What should the project manager do when using a hybrid approach?. A. Escalate the matter to the executive board so they can decide on next steps. B. Prioritize the project backlog and ask the development team to fix the issues. C. Review the project's benefits management plan with the product owner. D. Ask the product owner to terminate the project as it is no longer aligned to the expected benefits.

A project team is experiencing delays in completing a task that turned out to be more complex than initially estimated. This is a critical task that could impact current iteration goals. What two options will help the team initially address this obstacle? (Choose two.). A. Escalate the issue to the project sponsor. B. Review and update dependencies. C. Schedule a retrospective. D. Conduct a root cause analysis. E. Create a risk management plan.

Which three of the following scenarios are impediments to which a scrum master should pay attention? (Choose three.). A. A team member talking about a user story that is not on the Scrum board. B. A team member talking about a user story that is on the Scrum board. C. A technology that blocks agile capabilities. D. A lack of team empowerment and an inability to self-organize. E. A review of the backlog at daily standup meetings.

A project manager for a large multiyear industrial project has a project with diversified stakeholders from various geographical areas. Recently, the project manager encountered an issue with stakeholder engagement. Which two tools should the project manager use to determine the underlying reason for why engagement is not having the planned effect? (Choose two.). A. Five whys. B. Communications management plan. C. Ishikawa diagrams. D. Issue log. E. Open-space meetings.

A project manager is assigned to a project that is in development. As the project manager reviews the project's progress, they find a few tasks that are behind schedule. After investigating, the project manager discovers that a few team members were pulled to work on other assignments, which impacted their ability to focus on the project manager's project. Which two actions can the project manager take to bring the team back on track? (Choose two.). A. Establish daily standups to review project progress and track the completion of deliverables. B. Allow the team members to catch up at their own pace. C. Alert the business stakeholders immediately of the schedule delay. D. Discuss the risk of project delay and work priorities with the respective functional managers. E. Work with the team to identify options to accelerate project delivery.

The project manager has observed that two team members have been arguing with each other openly at meetings. To push their ideas through, each team member individually spoke with the sponsor directly and made decisions without informing the project manager or other team members. What two actions should project manager take? (Choose two.). A. Ask the team members to work it out themselves. B. Discuss this situation with other project managers and ask for advice. C. Reiterate ground rules at the next meeting and ensure that all team members are clear about these rules. D. Address the behavioral issue with each team member. E. Discuss the behavior directly with their managers and request them to correct the behavior.

A project manager is leading a meeting with key stakeholders, the project sponsor and the product owner to define the features that will be released after the next iteration. The purpose of the meeting is to review the product backlog prioritization, considering that during the past iteration some deliverables were not completed. Which two items should be taken into account first to review and update the product backlog priorities during the meeting? (Choose two.). A. Complexity and the cost of development. B. Industry trends and the technical approach. C. Cost of delaying some features against business value. D. Reusing components from another product. E. Length of time each feature has been on the backlog.

A project manager led the implementation of an electronic invoicing project that has just been completed. The financial manager communicated that the team discovered three invoices with errors. Which two documents should the project manager update as soon as possible? (Choose two.). A. Issue log. B. Risk register. C. Stakeholder register. D. Change log. E. Backlog register.