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An agile team recently finished a product that met stakeholder expectations. However, a subsequent audit revealed that the product does not comply with local regulations. The team lead learns the team focused on the functions of the product and not the regulatory issues.
What should the team lead do differently for the next project?

• A. Instruct the product owner to revise the definition of done (DoD) during the sprint review meeting.
• B. Coach the team to solicit nonfunctional requirements in addition to functional requirements.
• C. Conduct daily meetings to review the functional and nonfunctional requirements.
• D. Remind the project team that they should collect requirements from all stakeholders.

A project team provided estimates for a hybrid project, but in every case those estimates were undervalued.
On the current trajectory, the project will not meet its
intended value before it runs out of budget.
What should the project manager do?

• A. Review the number of sprints remaining and update estimates using planning poker.
• B. Monitor the budget variations to work with the governance process.
• C. Re-estimate the remaining project tasks and submit a change request.
• D. Convert the project to a pure agile approach and enforce sprint planning.

At the beginning of a project, a project manager forms development teams comprised of internal and external team members. Some of these team members possess diverse experience and seniority, The project manager knows that the project work will include challenging tasks and require expert skills.
What should the project manager do?

• A. Ask the learning department to initiate a skill-level program for those inexperienced resources.
• B. Organize the teams based on customized levels of expertise to leverage the activities.
• C. Create a team with the highest expertise and seniority for complex project activities.
• D. Ask the functional manager to replace inexperienced resources with qualified ones.

A project manager is leading a project for a large company. During project execution, an engineer discovers that a spare part should be immediately changed to avoid a power outage. The replacement part will take time to obtain through the organization ' s procurement process.
What should the project manager do?

• A. Purchase the part directly, bypassing the procurement process.
• B. Escalate the concerns about the procurement process to the project sponsor.
• C. Update the organization ' s procurement process with the project sponsor.
• D. Follow the organization ' s procurement process, regardless of the risk.

Alpha Project - Risk Management Report
The Alpha Project risk management report includes the following information:
- Risk monitoring is built into risk sessions.
- Risk identification / assessment is performed.
- Monthly review and reassessment are performed.
- 21 risks have been identified so far.
- Probability and impact have been estimated for every risk.
- All response plans have been completed.
- A probability and impact matrix is provided using green, yellow, and red severity zones.
The project manager of Alpha project is running a monthly risk review and reassessment meeting. During the meeting, the team confirms that risk 5 has materialized.
What should the project manager do?
(Refer to the Alpha Project - Risk Management Report exhibit.)

• A. Communicate the issue to the project sponsor.
• B. Coordinate execution of risk 5 response plan activities.
• C. Focus on risk response plans for red risks.
• D. Move risk 5 from the risk register to the issue log.