ANSWERS

Module 4: Keeping the Team on track

Practice Exam

PMAC 1
Case study

• A seasoned project manager is leading a software project

commissioned to update an existing tool used by the business
to manage their inventory and stockrooms. The business is
anxious to get parts of the new system and its new user
interface (UI) in the hands of their inventory staff at facilities
worldwide. They are frustrated that after a couple of months
there is no sign of progress.
• Your development team is worried because they don't think
the business understands the behind the scenes backend
work required. Additionally, the development team is delayed
because the design team is taking a long time researching and
making their prototypes and images perfect.

PMAC 2
 Question 1
1. What benefit, if any, is there for the project manager to get all the
various stakeholder groups—the business, the inventory staff, the
developers, and the design team—to understand the project's
vision and mission? (Choose Three)
A. Having all parties appreciate and align to the project's goals and
overall mission helps ensure that all understand the primary aims
of the project.
B. Having all parties appreciate and align to the project's goals and
overall mission helps develop burndown charts.
C. Drawing attention to how each group is working together to strive
towards a common goal pushes for more collaboration, support,
and shared understanding.
D. It works as north star.
E. It helps creating business case.

PMAC 3
 Answer Q1
1. What benefit, if any, is there for the project manager to get all the
various stakeholder groups—the business, the inventory staff, the
developers, and the design team—to understand the project's
vision and mission? (Choose Three)
A. Having all parties appreciate and align to the project's goals and
overall mission helps ensure that all understand the primary
aims of the project.
B. Having all parties appreciate and align to the project's goals and
overall mission helps develop burndown charts.
C. Drawing attention to how each group is working together to
strive towards a common goal pushes for more collaboration,
support, and shared understanding.
D. It works as north star.
E. It helps creating business case.

PMAC 4
 Question 2
2. What can a project manager do to bridge the gap
between business and development? (Choose three.)
A. Communicate to the business the work and effort
needed from the development team and their
progress.
B. Communicate to the development team the needs
and desires of the business.
C. Require the business to analyze the gap using
company approved software.
D. Arrange collaborative sessions for the business team
and development team to work on ideas and issues.
PMAC 5
 Answer Q2
2. What can a project manager do to bridge the gap
between business and development? (Choose three.)
A. Communicate to the business the work and effort
needed from the development team and their
progress.
B. Communicate to the development team the needs
and desires of the business.
C. Require the business to analyze the gap using
company approved software.
D. Arrange collaborative sessions for the business team
and development team to work on ideas and issues.
PMAC 6
 Question 3
3. Which best represents the servant leadership
style of the project manager?
A. She helps make the coffee for the business
team.
B. She asks difficult questions to get the
development team thinking.
C. She serves up new possibilities that could be
used by the design team.
D. She takes care of the administrative reporting
when the team is focused and on a roll.

PMAC 7
 Answer Q3
3. Which best represents the servant leadership
style of the project manager?
A. She helps make the coffee for the business
team.
B. She asks difficult questions to get the
development team thinking.
C. She serves up new possibilities that could be
used by the design team.
D. She takes care of the administrative reporting
when the team is focused and on a roll.

PMAC 8
 Question 4
4. In their extensive research, the design team discovers that inventory staff enter
a lot of information that is never used by any of their activities or by any other
team. When the inventory staff is asked why that information is captured, the
response was, “We just always have. No one knows why.” How is challenging of
the status quo going to support the project's aim of delivering value? (Choose
Two)
A. Questioning and challenging the way things are done may not validate its
importance and value in which case the project can produce or enable more
value.
B. The status quo may be continuing unnecessary effort that produces no value
(waste), in which case the project can remove inefficiencies or non-value
efforts.
C. The status quo helps continue using best practices without unnecessary
tailoring.
D. Questioning and challenging the way things are done may validate its
importance and value in which case the project can produce or enable more
value.

PMAC 9
 Answer Q4
4. In their extensive research, the design team discovers that inventory staff enter
a lot of information that is never used by any of their activities or by any other
team. When the inventory staff is asked why that information is captured, the
response was, “We just always have. No one knows why.” How is challenging of
the status quo going to support the project's aim of delivering value? (Choose
Two)
A. Questioning and challenging the way things are done may not validate its
importance and value in which case the project can produce or enable more
value.
B. The status quo may be continuing unnecessary effort that produces no
value (waste), in which case the project can remove inefficiencies or non-
value efforts.
C. The status quo helps continue using best practices without unnecessary
tailoring.
D. Questioning and challenging the way things are done may validate its
importance and value in which case the project can produce or enable
more value.

PMAC 10
 Question 5
5. Your office building is undergoing minor renovations. The
entire project is scheduled to last 16 weeks at a total cost of
$25,000.
It is eight weeks into the project and your manager asks you
whether the project is on schedule. You plan to use various
analysis techniques to determine the status.
You plan to measure project progress by comparing the actual
performance against planned performance as documented in
the schedule and cost baselines. What method will you use?
A. EV
B. AC
C. PV
D. EVM
PMAC 11
 Answer Q5
5. Your office building is undergoing minor renovations. The
entire project is scheduled to last 16 weeks at a total cost of
$25,000.
It is eight weeks into the project and your manager asks you
whether the project is on schedule. You plan to use various
analysis techniques to determine the status.
You plan to measure project progress by comparing the actual
performance against planned performance as documented in
the schedule and cost baselines. What method will you use?
A. EV
B. AC
C. PV
D. EVM
PMAC 12
 Question 6
6. According to your baselines, you expected to
complete $15,000 worth of work by the end of
the eighth week. What is the term for this
information?
A. AC
B. EV
C. PV
D. SV
PMAC 13
 Answer Q6
6. According to your baselines, you expected to complete $15,000
worth of work by the end of the eighth week. What is the term for this
information?
A. AC
B. EV
C. PV
D. SV
PV (Planned Value) = Budgeted Cost of Work Scheduled
EV (Earned Value) = Budgeted Cost of Work Performed
AC (Actual Cost) = Actual Cost of Work Performed
SV (Schedule Variance). We calculate it as follows:
SV = EV - PV

PMAC 14
 Question 7
7. Project budget is $25,000. According to your status reports,
you've completed 48% of the work so far. Based on this
information, what is the value of the parameter of EVM?
A. It is PV and the value of PV is $12,000
B. It is AC and the value of AC is $12,000
C. It is EV and the value of EV is $12,000
D. Not enough information to calculate any parameter of EVM

PMAC 15
 Answer Q7
7. Project budget is $25,000. According to your status reports,
you've completed 48% of the work so far. Based on this
information, what is the value of the parameter of EVM?
A. It is PV and the value of PV is $12,000
B. It is AC and the value of AC is $12,000
C. It is EV and the value of EV is $12,000
D. Not enough information to calculate any parameter of EVM
Calculation
▪Project budget is $25,000
▪Completed 48% of the work so far
▪EV = = 48% x 25,000 = $12,000
➢Recall EV means Budgeted Cost of Work Performed.

PMAC 16
 Question 8
8. How do you determine the AC for your project?
A. We obtain information on budgeted cost of
work performed.
B. We obtain information on actual cost of work
performed.
C. We obtain information on budgeted cost of
work performed.
D. We obtain information on budgeted cost of
work scheduled.

PMAC 17
 Answer Q8
8. How do you determine the AC for your project?
A. We obtain information on budgeted cost of work performed.
B. We obtain information on actual cost of work performed.
C. We obtain information on budgeted cost of work performed.
D. We obtain information on budgeted cost of work scheduled.

➢ The actual cost (AC) is not a calculated amount. It is Actual

Cost of Work Performed. You will find it from your
expenditure register, which you maintain at project level or
post in project ledger in finance department, from bank
statement or checkbook register.
PMAC 18
 Question 9
9. Given the PV, EV, and SV values that you know,
what actions should you take at this point? Your PV
is $15,000, EV is $12,000, and SV is negative $3,000.
(Choose two.)
A. Bring it to the attention of the CCB with some
possible solutions.
B. Use it to decide whether a corrective action is
needed.
C. Investigate the root cause of the variance.
D. Bring it to the attention of project stakeholders.

PMAC 19
 Answer Q9
9. PV is $15,000, EV is $12,000, and SV is negative
$3,000. This means project is behind schedule. You
need to find root cause and decide corrective action
to recover the variance. Hence, option B and C is
answer.
A. Bring it to the attention of the CCB with some
possible solutions.
B. Use it to decide whether a corrective action is
needed.
C. Investigate the root cause of the variance.
D. Bring it to the attention of project stakeholders.
PMAC 20
 Question 10
10. PV is $15,000, EV is $12,000, AC is $10,000. The entire
project is scheduled to last 16 weeks at a total cost of
$25,000. What is the SV for your project and what does it
indicate?
A. SV is negative $2,000, the project is behind schedule.
B. SV is positive $3,000, the project is ahead of schedule.
C. SV is negative $3,000, the project is behind schedule.
D. SV is negative $5,000, the project is behind schedule.

PMAC 21
 Answer Q10
10. PV is $15,000, EV is $12,000, AC is $10,000. The entire project is
scheduled to last 16 weeks at a total cost of $25,000. What is the SV
for your project and what does it indicate?
A. SV is negative $2,000, the project is behind schedule.
B. SV is positive $3,000, the project is ahead of schedule.
C. SV is negative $3,000, the project is behind schedule.
D. SV is negative $5,000, the project is behind schedule.
Answer: SV is negative $3,000.
SV = EV – PV
SV = $12,000 - $15,000 = -$3,000
Indication: A negative SV indicates the project is behind schedule.

PMAC 22
 Question 11
11. PV is $15,000, EV is $12,000, AC is $10,000. The
entire project is scheduled to last 16 weeks at a
total cost of $25,000. What is the SPI for your
project, how did you and what does it indicate?
A. SPI is 1.2, the project is behind schedule.
B. SPI is 0.80, the project is behind schedule.
C. SPI is negative $3,000, the project is behind
schedule.
D. SPI is 1.25, the project is ahead of schedule.

PMAC 23
 Answer Q11
11. PV is $15,000, EV is $12,000, AC is $10,000. The entire
project is scheduled to last 16 weeks at a total cost of
$25,000. What is the SPI for your project, how did you and
what does it indicate?
A. SPI is 1.2, the project is behind schedule.
B. SPI is 0.80, the project is behind schedule.
C. SPI is negative $3,000, the project is behind schedule.
D. SPI is 1.25, the project is ahead of schedule.
SPI = EV / PV
SPI = $12,000 / $15,000 = 0.80
Indication: An SPI below 1 also indicates the project is behind
schedule.

PMAC 24
 Question 12
12. SV is -$3,000 and SPI is 0.80. What should you do with
the results of your performance measurement analysis?
(Choose Three)
A. Determine what activity is causing the problem.
B. Determine whether it is on the critical path.
C. Fast-track or Crash, if it is on noncritical path to meet
your milestone dates and your project deliverable
deadline.
D. Use float if it is on critical path.
E. Carefully monitor the schedule performance to check
the effectiveness of your corrective action.

PMAC 25
 Answer Q12
12. SV is -$3,000 and SPI is 0.80. What should you do with
the results of your performance measurement analysis?
(Choose Three)
A. Determine what activity is causing the problem.
B. Determine whether it is on the critical path.
C. Fast-track or Crash, if it is on noncritical path to meet
your milestone dates and your project deliverable
deadline.
D. Use float if it is on critical path.
E. Carefully monitor the schedule performance to
check the effectiveness of your corrective action.

PMAC 26
 Continued Answer Q12
Result of your performance measurement analysis:
Project is behind schedule.
Action:
1. Find causes
2. Design corrective action to recover variance
3. Evaluate impact of corrective action on cost and
quality
4. Take corrective action
5. Crosscheck that corrective action has recovered
variance

PMAC 27
 Question 13
13. A motorcycle company is rolling out a brand new all
electric motorcycle. Your project is to get all the employees at
the motorcycle dealerships to be ready to display and sell the
new vehicles. Since there is a lot to learn and prepare for, the
project must deliver regularly over a 9 to 12 month period.
First, to ensure the various teams involved in the project are
not wasting any time or encountering any unnecessary
bottlenecks or wasteful efforts, what would be helpful to
identify potential issues in their processes?
A. A value stream map
B. A velocity chart
C. A Kanban board
D. A kickoff meeting

PMAC 28
 Answer Q13
13. A motorcycle company is rolling out a brand new all
electric motorcycle. Your project is to get all the employees at
the motorcycle dealerships to be ready to display and sell the
new vehicles. Since there is a lot to learn and prepare for, the
project must deliver regularly over a 9 to 12 month period.
First, to ensure the various teams involved in the project are
not wasting any time or encountering any unnecessary
bottlenecks or wasteful efforts, what would be helpful to
identify potential issues in their processes?
A. A value stream map
B. A velocity chart
C. A Kanban board
D. A kickoff meeting

PMAC 29
 Question 14
14. As the team is progressing in the project, what charts or
graphs would be useful to help keep the team on track?
(Choose Four)
A. Pareto chart showing progress towards goals or releases.
B. Burned down, burnup charts showing progress towards
goals or releases.
C. Velocity charts to gauge the team’s production rate over
time.
D. Earned Value charts to show costs and value gained by the
project.
E. Gantt charts and other schedule tools to track progress
over time.

PMAC 30
 Answer Q15
15. As the team is progressing in the project, what charts or
graphs would be useful to help keep the team on track?
(Choose Four)
A. Pareto chart showing progress towards goals or releases.
B. Burned down, burnup charts showing progress towards
goals or releases.
C. Velocity charts to gauge the team’s production rate over
time.
D. Earned Value charts to show costs and value gained by
the project.
E. Gantt charts and other schedule tools to track progress
over time.

PMAC 31
 Question 16
16. At the end of the first month, the project team wants to gather for
an hour to hold a retrospective session. What is the objective of this
session and what typically occurs in such a gathering? (Choose Three)
A. Retrospectives focus on how the team can improve on their
teamwork, project management, and in their processes.
B. The team looks back on what is working well within the team and
other stakeholders, celebrates those successes, and seeks ways to
encourage its continuation and to improve on it.
C. As many ideas are generated, all ideas are made into actionable
items for the team to implement, explore, learn more about,
and/or experiment with new ideas or techniques.
D. As many ideas are generated, a few ideas are made into
actionable items for the team to implement, explore, learn more
about, and/or experiment with new ideas or techniques.

PMAC 32
 Answer Q16
16. At the end of the first month, the project team wants to gather for
an hour to hold a retrospective session. What is the objective of this
session and what typically occurs in such a gathering? (Choose Three)
A. Retrospectives focus on how the team can improve on their
teamwork, project management, and in their processes.
B. The team looks back on what is working well within the team
and other stakeholders, celebrates those successes, and seeks
ways to encourage its continuation and to improve on it.
C. As many ideas are generated, all ideas are made into actionable
items for the team to implement, explore, learn more about,
and/or experiment with new ideas or techniques.
D. As many ideas are generated, a few ideas are made into
actionable items for the team to implement, explore, learn more
about, and/or experiment with new ideas or techniques.

PMAC 33
 Question 17
17. As project team members bring impediments to light, how can the
efforts to overcome these impediments be tracked or monitored?
(Choose Two)
A. Sprint review and user acceptance tests can be used to regularly
track and monitor impediments.
B. Dedicated impediment boards may be set up in a physical location
where the project team is co-located or in a software tool.
C. The status and other relative information on the impediments can
also be included in Risk Lists (registers), Kanban boards, progress
reports, and other tools used by the project.
D. Prototyping and facilitation methods can used as great tool for
tracking and monitoring impediments.

PMAC 34
 Answer Q17
17. As project team members bring impediments to light, how can the
efforts to overcome these impediments be tracked or monitored?
(Choose Two)
A. Sprint review and user acceptance tests can be used to regularly
track and monitor impediments.
B. Dedicated impediment boards may be set up in a physical
location where the project team is co-located or in a software
tool.
C. The status and other relative information on the impediments
can also be included in Risk Lists (registers), Kanban boards,
progress reports, and other tools used by the project.
D. Prototyping and facilitation methods can used as great tool for
tracking and monitoring impediments.

PMAC 35
 Question 18
18. Minor impediments may interfere with or
slow down day-to-day progress. Which tool or
practice can be used to bring attention to those
impediments on a regular basis?
A. Annual conferences
B. Daily standups
C. Kanban boards
D. Lessons learned
PMAC 36
 Answer Q18
18. Minor impediments may interfere with or
slow down day-to-day progress. Which tool or
practice can be used to bring attention to those
impediments on a regular basis?
A. Annual conferences
B. Daily standups
C. Kanban boards
D. Lessons learned
PMAC 37
 Question 19
19. The new system upgrade project has been running
smoothly, thanks in large part to the efforts of the transition
manager, Sarah. She has been instrumental in getting all the
teams working together to meet their tight deadlines.

During a crucial phase in the project, Sarah falls ill. A less-

experienced manager, Kevin, is brought in to replace her.
Confusion increases. Team members are arguing about timing
and expectations of the transition activities.

As the project manager, what can you do to mitigate the

negative effects of a staffing change?

PMAC 38
 Question 19 continued
Options
A. Put the project on hold until Sarah returns
from sick leave.
B. Rebuild the schedule to include additional
time for Kevin to complete his tasks.
C. Closely monitor Kevin's work to assess any
possible risk.
D. Require all decisions to go through you until
Sarah returns.
PMAC 39
 Answer Q19
Options
A. Put the project on hold until Sarah returns
from sick leave.
B. Rebuild the schedule to include additional
time for Kevin to complete his tasks.
C. Closely monitor Kevin's work to assess any
possible risk.
D. Require all decisions to go through you until
Sarah returns.
PMAC 40
 Question 20
20. You sit in a meeting being led by Kevin and team members
working on the transition activities. The conversation gets
passionate and intense about how to best implement a
technical feature in which you have little knowledge or
experience. What is your best option as project manager in
this situation?
A. Force Kevin to make a decision before the meeting is over.
B. Avoid involving yourself as a decision maker.
C. Halt the meeting and take control before things become
more intense.
D. Side with your favorite, most trusted subject matter
expert from the group to finalize a decision.

PMAC 41
 Answer Q20
20. You sit in a meeting being led by Kevin and team members
working on the transition activities. The conversation gets
passionate and intense about how to best implement a
technical feature in which you have little knowledge or
experience. What is your best option as project manager in
this situation?
A. Force Kevin to make a decision before the meeting is over.
B. Avoid involving yourself as a decision maker.
C. Halt the meeting and take control before things become
more intense.
D. Side with your favorite, most trusted subject matter
expert from the group to finalize a decision.

PMAC 42
 Question 21
21. Which of the following is typically included
in a team charter? (Choose three.)
A. Team values
B. Team agreements
C. Team personality assessments
D. Team operating guidelines
E. Team motivation

PMAC 43
 Answer Q21
21. Which of the following is typically included
in a team charter? (Choose three.)
A. Team values
B. Team agreements
C. Team personality assessments
D. Team operating guidelines
E. Team motivation

PMAC 44
 Question 22
22. The new system upgrade project has been running smoothly, thanks in large part
to the efforts of the transition manager, Sarah. She has been instrumental in getting all
the teams working together to meet their tight deadlines. During a crucial phase in
the project, Sarah falls ill. A less-experienced manager, Kevin, is brought in to replace
her. What can be done to help the project team with the transition activities? (Choose
Three)
A. Make certain there is clarity on how the transition activities fit within the overall
purpose of the system upgrade project, as well as how short and long term
transition activities fit within the project plans.
B. Don’t rely on Kevin, wait for Sarah to return as the customer of the new system
upgrade project had developed faith in her and we need to value customer
satisfaction above all.
C. Enable the team to support Kevin to get a handle on the tasks and work as a
team to be self organized and address the project needs.
D. You as a project manager can mentor Kevin in the project management best
practices that Sarah was performing so well.
E. Hire a third party to perform the transition activities.

PMAC 45
 Answer Q22
22. The new system upgrade project has been running smoothly, thanks in large part
to the efforts of the transition manager, Sarah. She has been instrumental in getting all
the teams working together to meet their tight deadlines. During a crucial phase in
the project, Sarah falls ill. A less-experienced manager, Kevin, is brought in to replace
her. What can be done to help the project team with the transition activities? (Choose
Three)
A. Make certain there is clarity on how the transition activities fit within the
overall purpose of the system upgrade project, as well as how short and long
term transition activities fit within the project plans.
B. Don’t rely on Kevin, wait for Sarah to return as the customer of the new system
upgrade project had developed faith in her and we need to value customer
satisfaction above all.
C. Enable the team to support Kevin to get a handle on the tasks and work as a
team to be self organized and address the project needs.
D. You as a project manager can mentor Kevin in the project management best
practices that Sarah was performing so well.
E. Hire a third party to perform the transition activities.

PMAC 46
 Question 23
23. You work for a small development company that builds homes for low-income families.
The home-build program's purpose is to build a two- or three-bedroom home for each
qualifying family.

Under the sponsorship of Linda Michaels, your company is getting ready to build a new
home for the Andrews family. The family has qualified for the home-build program and is
the next family on the home list.

You have been assigned to manage this project. Each new build project is named by the
address and the next available lot is located at 234 West Adams Street.

The West Adams project has faced several challenges, including staffing changes and
construction problems. Although you have consistently informed stakeholders of all
changes by using the protocols outlined in the communications plan, several stakeholders
have expressed concern that the project has gotten off track.

Stakeholders are worried about the current state of the project. How should
you handle their concerns?

PMAC 47
 Question 23 continued
Options
A. Send an email justifying your position.
B. Take corrective action.
C. Conduct a face-to-face meeting with a clear agenda
targeting their specific concerns.
D. Document lessons learned.

PMAC 48
 Answer Q23
Options
A. Send an email justifying your position.
B. Take corrective action.
C. Conduct a face-to-face meeting with a clear agenda
targeting their specific concerns.
D. Document lessons learned.

PMAC 49
 Question 24
24. Two stakeholders are out of town on a business
trip and are available sporadically. A third person
has an extremely busy schedule and can't squeeze
another lengthy meeting into his day. You believe
it's important to have regular face-to-face
interaction with each stakeholder. How can you
accommodate their needs? (Choose two.)
A. Use video conferencing.
B. Send a memo via email.
C. Use an instant messaging service.
D. Hold a brief summarization meeting.
PMAC 50
 Answer Q24
24. Two stakeholders are out of town on a business
trip and are available sporadically. A third person
has an extremely busy schedule and can't squeeze
another lengthy meeting into his day. You believe
it's important to have regular face-to-face
interaction with each stakeholder. How can you
accommodate their needs? (Choose two.)
A. Use video conferencing.
B. Send a memo via email.
C. Use an instant messaging service.
D. Hold a brief summarization meeting.
PMAC 51
 Question 25
25. During the face-to-face meeting with project stakeholders, you explain the need to
remove an external resource from the project. It became necessary to add another
internal resource to the team, which resulted in changes to the project cost baseline.
While you are talking about this issue, you notice that one of the stakeholders
continually looks down at the floor and rapidly taps her pen against the table. What
does her behavior indicate? What might you do? (Choose Three)
A. Assessing body language provides the project manager with an opportunity to
determine if the stakeholder is pleased or not with the project's progress.
B. Based on her body language, you can determine that the project stakeholder is
uncomfortable with the information you are providing to the group.
C. Draw her into a conversation to determine what aspect of the information is
unsettling to her. Her answer will tell you if there are outstanding issues to
address in regard to project cost baselines, or any other issue that may be of
concern to her.
D. She is clearly not interested in the project and distracting. You should escalate
this unacceptable behavior to the sponsor.

PMAC 52
 Answer Q25
25. During the face-to-face meeting with project stakeholders, you explain the need to
remove an external resource from the project. It became necessary to add another
internal resource to the team, which resulted in changes to the project cost baseline.
While you are talking about this issue, you notice that one of the stakeholders
continually looks down at the floor and rapidly taps her pen against the table. What
does her behavior indicate? What might you do? (Choose Three)
A. Assessing body language provides the project manager with an opportunity to
determine if the stakeholder is pleased or not with the project's progress.
B. Based on her body language, you can determine that the project stakeholder is
uncomfortable with the information you are providing to the group.
C. Draw her into a conversation to determine what aspect of the information is
unsettling to her. Her answer will tell you if there are outstanding issues to
address in regard to project cost baselines, or any other issue that may be of
concern to her.
D. She is clearly not interested in the project and distracting. You should escalate
this unacceptable behavior to the sponsor.

PMAC 53
 Question 26
26. When are lessons learned sessions
conducted?
A. At the end of a project
B. At the end of a phase
C. Throughout the project in both predictive,
iterative, and agile life cycles
D. Throughout the project in only iterative life
cycles
PMAC 54
 Answer Q26
26. When are lessons learned sessions
conducted?
A. At the end of a project
B. At the end of a phase
C. Throughout the project in both predictive,
iterative, and agile life cycles
D. Throughout the project in only iterative life
cycles
PMAC 55
 Question 27
27. As a project manager who has worked for the company for a long time,
you are often asked to lead sharing sessions and document some of the best
practices in the PMO's knowledge management system. However, this year
you learn that your department is transitioning to an agile based project
management organization. As a veteran project manager, what are some
ways you can mentor junior project managers? (Choose Four)
A. Ask PMO to coach junior project managers.
B. Leading more sharing sessions and documenting lessons learned.
C. Having the junior project manager shadow you and ask you questions.
D. Observing and providing feedback.
E. Offering “office hours” to allow the junior PMs to visit and discuss things
and partnering with the PM on a project.

PMAC 56
 Answer Q27
27. As a project manager who has worked for the company for a long time,
you are often asked to lead sharing sessions and document some of the best
practices in the PMO's knowledge management system. However, this year
you learn that your department is transitioning to an agile based project
management organization. As a veteran project manager, what are some
ways you can mentor junior project managers? (Choose Four)
A. Ask PMO to coach junior project managers.
B. Leading more sharing sessions and documenting lessons learned.
C. Having the junior project manager shadow you and ask you questions.
D. Observing and providing feedback.
E. Offering “office hours” to allow the junior PMs to visit and discuss
things and partnering with the PM on a project.

PMAC 57
 Question 28
28. Now that your organization is transitioning to agile based project
management, how can you be mentored and supported during this
transformation? (Choose Four)
A. Allowing team members to learn themselves as it promotes self-
organizing element of agile approach.
B. Reading the lessons learned captured by colleagues or other
resources in the PMO's knowledge management system.
C. Practicing various roles within an agile structure.
D. Taking classes or other forms of training and asking questions and
being inquisitive.
E. Shadowing other project managers and working with an Agile
Coach as they guide you through the various agile ceremonies.

PMAC 58
 Answer Q28
28. Now that your organization is transitioning to agile based project
management, how can you be mentored and supported during this
transformation? (Choose Four)
A. Allowing team members to learn themselves as it promotes self-
organizing element of agile approach.
B. Reading the lessons learned captured by colleagues or other
resources in the PMO's knowledge management system.
C. Practicing various roles within an agile structure.
D. Taking classes or other forms of training and asking questions
and being inquisitive.
E. Shadowing other project managers and working with an Agile
Coach as they guide you through the various agile ceremonies.

PMAC 59
 Question 29
29. A leading customer support firm has commissioned a project to increase
the effectiveness of their customer support team members. Based on the
last three months of customer surveys, the average satisfaction rate has
continuously averaged below company targets. The project sponsor is
stressing that the project's mission is to increase that customer satisfaction
metric and overall employee satisfaction and retention.

During requirement gathering interviews with customer support team

members, there is a common thread that managers do not listen to them,
value them, or empathize with challenges they face. How would emotional
intelligence training help in this situation based on these findings?

PMAC 60
 Question 29 continued
Options (Choose Three)
A. Recognizing their own emotions will help build trust and connection
between all team members.
B. Both managers and customer support team members can be more aware
of the emotions of others.
C. Read the changing emotions of others, and understand their own
emotions better.
D. Recognizing and practicing empathy would build trust and connection
between all team members.
E. Both managers and customer support team members can be more aware
of their own emotions.

PMAC 61
 Answer Q29
Options (Choose Three)
A. Recognizing their own emotions will help build trust and connection
between all team members.
B. Both managers and customer support team members can be more
aware of the emotions of others.
C. Read the changing emotions of others, and understand their own
emotions better.
D. Recognizing and practicing empathy would build trust and connection
between all team members.
E. Both managers and customer support team members can be more aware
of their own emotions.

PMAC 62
 Question 30
30. A project team is put together to implement some solutions to improve
the customer satisfaction metrics. There are many ideas and perspectives
shared by your project team. There is skepticism amongst the project team
that you are considering the various options and are bent on pushing forward
your own pre-determined solutions. How can you change that false
perspective? (Choose Four)
A. Being transparent about your personal aims and feelings and
communicating that you do not have a pre-conceived solution that must
be enacted.
B. Informing that you are more experienced and dealt with similar
situations in the past and therefore your solutions are time-tested.
C. Encouraging many divergent voices, inputs, and healthy debate and
listening and acknowledging the input of all.
D. Challenging in constructive ways the suggestions presented, especially
your own to model the positive conflict practice.
E. Respecting different cultures, ages, perspectives, and other variations.

PMAC 63
 Answer Q30
30. A project team is put together to implement some solutions to improve
the customer satisfaction metrics. There are many ideas and perspectives
shared by your project team. There is skepticism amongst the project team
that you are considering the various options and are bent on pushing forward
your own pre-determined solutions. How can you change that false
perspective? (Choose Four)
A. Being transparent about your personal aims and feelings and
communicating that you do not have a pre-conceived solution that
must be enacted.
B. Informing that you are more experienced and dealt with similar
situations in the past and therefore your solutions are time-tested.
C. Encouraging many divergent voices, inputs, and healthy debate and
listening and acknowledging the input of all.
D. Challenging in constructive ways the suggestions presented, especially
your own to model the positive conflict practice.
E. Respecting different cultures, ages, perspectives, and other variations.

PMAC 64
 Question 31
31. Which are the aspects of active listening?
(Choose Three)
A. Reflecting to understand the gist of the
message.
B. Attending to show that engagement.
C. Following to demonstrate understanding
with non-verbal gestures and questioning.
D. Drawing meaning from our experience.
PMAC 65
 Answer Q31
31. Which are the aspects of active listening? (Choose Three)
A. Reflecting to understand the gist of the message.
B. Attending to show that engagement.
C. Following to demonstrate understanding with non-verbal gestures and
questioning.
D. Drawing meaning from our experience.
➢ There are different aspects to active listening that will help you communicate more effectively with your
stakeholders.
1. Reflecting: Most people are aware of the reflecting aspects of active listening, which includes repeating
the gist of a message to clarify you understood it correctly.
2. Attending: To show that you are paying attention to the speaker, you can lean slightly toward them, stay at
the same eye-level, and maintain eye contact without staring.
3. Following: To demonstrate your understanding of the conversation, you can respond with a non-verbal
gesture such as nodding your head, or a verbal word or phrase, such as "yes," or "umhmm." You can also
ask occasional open questions or provide silent pauses so the speaker can collect their thoughts.

PMAC 66