PMI Updated PMP Exam Questions and Answers by robbie

The project manager should work with the client on an acceptable amount of time for document approval, as this is the best way to address the issue of slow turn-around times and avoid potential delays in the new project. By collaborating with the client, the project manager can establish a mutual understanding of the expectations, requirements, and constraints of the document approval process, and negotiate a realistic and feasible timeline that satisfies both parties. This will also help the project manager to build trust and rapport with the client, and foster a positive and cooperative relationship.

 According to the PBA Guide, the product owner is the person who is responsible for defining and prioritizing the product backlog, which contains the requirements for the project. The product owner also provides feedback and acceptance for the deliverables produced by the development team. Therefore, the project manager should work with the product owner to clarify the requirement and the acceptance criteria for the task, as they are the best source of information and authority for the project scope. This is also consistent with the agile principles of collaboration, customer satisfaction, and responding to change. References:

PBA Guide, Chapter 2, Section 2.3.1, Roles and Responsibilities of the Product Owner

PBA Guide, Chapter 3, Section 3.2.1, Product Backlog

PBA Guide, Chapter 4, Section 4.3.2, Feedback and Acceptance

PMBOK Guide, Chapter 13, Section 13.2.2.1, Agile/Adaptive Environments

PMBOK Guide, Appendix X3, Section X3.2, Agile Principles

A prototyping approach is a way of developing a product incrementally by creating and testing different versions of the product until it meets the customer’s needs and expectations. Prototyping is often used in agile project management, where user stories are the smallest unit of work that deliver value to the end user. However, sometimes user stories may be too complex or uncertain to be estimated or completed within a sprint. In such cases, the project manager may use a spike to gain more knowledge or clarity about the user story. A spike is a time-boxed investigation or experiment that helps the team reduce the risk or increase the reliability of a user story. A spike may also help the team identify and resolve any cross-dependencies or technical challenges that may affect the user story. Therefore, the best option for the project manager in this scenario is to determine cross-dependencies and plan a spike in the next sprint. This will allow the team to learn more about the user stories that are taking longer to be delivered and find a feasible solution. The other options are not as effective as option C. Option A is not proactive, as it waits until the retrospective meeting to address the risks and issues. Option B is not sufficient, as it only informs the stakeholders about the delay, but does not offer any action plan to overcome it. Option D is not relevant, as the problem is not related to the communications management plan, but to the user stories themselves. References: (Professional in Business Analysis Reference Materials source and documents)

PMBOK® Guide – Sixth Edition, Chapter 5: Project Scope Management, Section 5.4.2.2: Product Analysis1

PMBOK® Guide – Sixth Edition, Chapter 6: Project Schedule Management, Section 6.5.2.1: Agile Release Planning2

What is Spike in Scrum? - Visual Paradigm3

User Stories | Examples and Template | Atlassian4

 A sprint planning meeting is an event in scrum that kicks off the sprint. The purpose of sprint planning is to define what can be delivered in the sprint and how that work will be achieved. Sprint planning is done in collaboration with the whole scrum team1.

Sprint planning addresses the following topics1:

Topic One: Why is this Sprint valuable? The Product Owner proposes how the product could increase its value and utility in the current Sprint. The whole Scrum Team then collaborates to define a Sprint Goal that communicates why the Sprint is valuable to stakeholders. The Sprint Goal must be finalized prior to the end of Sprint Planning.

Topic Two: What can be Done this Sprint? Through discussion with the Product Owner, the Developers select items from the Product Backlog to include in the current Sprint. The Scrum Team may refine these items during this process, which increases understanding and confidence. Selecting how much can be completed within a Sprint may be challenging. However, the more the Developers know about their past performance, their upcoming capacity, and their Definition of Done, the more confident they will be in their Sprint forecasts.

Topic Three: How will the chosen work get done? For each selected Product Backlog item, the Developers plan the work necessary to create an Increment that meets the Definition of Done. This is often done by decomposing Product Backlog items into smaller work items of one day or less. How this is done is at the sole discretion of the Developers. No one else tells them how to turn Product Backlog items into Increments of value.

The Sprint Goal, the Product Backlog items selected for the Sprint, plus the plan for delivering them are together referred to as the Sprint Backlog1.

Therefore, the two pieces of information that the project manager needs in order to make the sprint planning meeting productive and effective are the Product Backlog and the Sprint Goal. The Product Backlog is the source of the work items that the Developers will select and commit to deliver in the Sprint. The Sprint Goal is the outcome that the Scrum Team wants to achieve in the Sprint and that guides their work.

The other options are not essential for the sprint planning meeting. A Sprint Charter is not a scrum artifact and is not required for sprint planning. A Burndown Chart is a tool to track the progress of the Sprint, but it is not needed for planning the Sprint. The Company Mission and Vision are important for the overall product strategy, but they are not specific enough for the Sprint planning.

 1: What is Sprint Planning? | Scrum.org