Practice Free PMP Exam Online Questions
Question #491
An organization uses a predictive approach but is open to using some agile practices. The project manager was asked to recommend an agile practice to provide business value throughout the project.
What should the project manager recommend?
- A . Time-boxed iterations to allow the testing team to thoroughly test the product increments
- B . Incremental delivery and frequent backlog refinement based on user feedback
- C . Iterative development and collection of frequent feedback from project team members
- D . Frequent retrospectives to ensure that lessons learned and improvement actions are implemented
Correct Answer: B
B
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly.
Reference: PMBOK® Guide Seventh Edition, page 29
Agile Practice Guide, page 13
B
Explanation:
According to the PMBOK® Guide Seventh Edition, one of the agile practices that can be used in a predictive environment is incremental delivery. This means that the project delivers value to the customer or end user in small increments throughout the project life cycle, rather than waiting until the end of the project to deliver the final product. Incremental delivery allows the project to respond to changing requirements, reduce risks, and increase customer satisfaction. To support incremental delivery, the project manager should also perform frequent backlog refinement, which is the process of reviewing, prioritizing, and updating the list of features or requirements that the project team will work on. Backlog refinement helps the project manager and the team to align their work with the customer’s needs and expectations, and to adjust the scope and schedule accordingly.
Reference: PMBOK® Guide Seventh Edition, page 29
Agile Practice Guide, page 13
Question #492
During an iteration review session, some product features are at risk of being canceled due to high operational costs when the product is launched into a production environment.
What type of analysis should the project lead have conducted to avoid this situation?
- A . Capacity analysis
- B . Benefits analysis
- C . Risk analysis
- D . Gap analysis
Correct Answer: C
C
Explanation:
When a key project deliverable is discovered to be unbudgeted, the project manager should first meet with the team to discuss alternatives. This collaborative approach is recommended as it involves the team in problem-solving and may lead to innovative solutions that the project manager alone might not consider. It is also aligned with the principles of the PMBOK® Guide, which emphasizes engaging with the team and stakeholders to address project challenges.
Reference: The answer is verified by discussions found in PMP exam-related forums and aligns with the principles outlined in the PMBOK® Guide and the Professional in Business Analysis Reference Materials12.
C
Explanation:
When a key project deliverable is discovered to be unbudgeted, the project manager should first meet with the team to discuss alternatives. This collaborative approach is recommended as it involves the team in problem-solving and may lead to innovative solutions that the project manager alone might not consider. It is also aligned with the principles of the PMBOK® Guide, which emphasizes engaging with the team and stakeholders to address project challenges.
Reference: The answer is verified by discussions found in PMP exam-related forums and aligns with the principles outlined in the PMBOK® Guide and the Professional in Business Analysis Reference Materials12.
Question #493
During the planning stage of a project the project manager realizes that a standard stakeholder engagement approach will not suffice One of the client representatives, who is not a key decision maker, is extremely opinionated This client representative could become a roadblock to progress due to their perceived level of authority during meetings
How should the project manager handle this moving forward?
- A . Ask that only key decision makers attend the project meetings.
- B . Update the project schedule to cater to this particular stakeholder
- C . Allocate time to gain buy-in from the stakeholder prior to key decision meetings.
- D . Update the risk register to consider the possible project impacts
Correct Answer: C
C
Explanation:
Stakeholder engagement is the process of identifying, analyzing, planning, and implementing actions to communicate with, influence, and involve stakeholders throughout the project lifecycle. Stakeholder engagement aims to ensure that stakeholders are satisfied with the project outcomes, and that their expectations and needs are met. According to the Professional in Business Analysis Reference Materials1, stakeholder engagement involves the following steps:
Identify stakeholders: Determine who are the individuals or groups that have an interest or influence in the project, and what are their roles, responsibilities, expectations, and power.
Analyze stakeholders: Assess the level of interest and influence of each stakeholder, and their potential impact on the project objectives, scope, schedule, cost, quality, and risks. Use tools such as stakeholder analysis matrix, power/interest grid, or salience model to categorize stakeholders based on their attributes.
Plan stakeholder engagement: Develop strategies and actions to effectively communicate with, involve, and manage stakeholders throughout the project. Use tools such as stakeholder engagement plan, communication plan, or RACI matrix to define the frequency, mode, content, and responsibility of stakeholder interactions.
Implement stakeholder engagement: Execute the planned activities to engage stakeholders, and monitor and measure their feedback, satisfaction, and performance. Use tools such as stakeholder register, issue log, change log, or performance reports to track and document stakeholder engagement.
Evaluate stakeholder engagement: Review and analyze the effectiveness and outcomes of stakeholder engagement, and identify areas for improvement or adjustment. Use tools such as lessons learned, surveys, or interviews to collect and analyze stakeholder feedback and recommendations.
In this scenario, the project manager realizes that a standard stakeholder engagement approach will not suffice, because one of the client representatives, who is not a key decision maker, is extremely
opinionated and could become a roadblock to progress due to their perceived level of authority during meetings. This stakeholder could be classified as a high-interest, low-influence stakeholder, who needs to be kept informed and consulted, but not allowed to dominate or derail the project decisions. Therefore, the best option for the project manager is to allocate time to gain buy-in from the stakeholder prior to key decision meetings.
This way, the project manager can:
Understand the stakeholder’s perspective, concerns, and expectations, and address them proactively and respectfully.
Build trust and rapport with the stakeholder, and demonstrate the value and benefits of the project for them and their organization.
Involve the stakeholder in the project planning and design process, and solicit their input and feedback on the project scope, objectives, deliverables, and requirements.
Negotiate and compromise with the stakeholder on any conflicting or unrealistic demands, and seek their support and agreement on the project decisions.
Acknowledge and appreciate the stakeholder’s contribution and participation, and recognize their role and authority within their organization.
By allocating time to gain buy-in from the stakeholder prior to key decision meetings, the project
manager can enhance the stakeholder engagement, satisfaction, and collaboration, and reduce the
risk of resistance, conflict, or delay in the project.
The other options are not the best choices, because:
Asking that only key decision makers attend the project meetings could alienate and offend the stakeholder, and damage the relationship and trust with them and their organization. It could also create a communication gap and a lack of transparency and accountability in the project. Updating the project schedule to cater to this particular stakeholder could disrupt the project workflow and priorities, and create inefficiencies and delays in the project. It could also cause resentment and frustration among other stakeholders, who may feel that their needs and expectations are not being met or respected.
Updating the risk register to consider the possible project impacts could be a useful step, but it is not sufficient to address the root cause of the problem, which is the stakeholder’s opinionated and authoritative behavior. It could also imply that the project manager is avoiding or ignoring the stakeholder, rather than engaging and influencing them.
Reference: Stakeholder Engagement.
C
Explanation:
Stakeholder engagement is the process of identifying, analyzing, planning, and implementing actions to communicate with, influence, and involve stakeholders throughout the project lifecycle. Stakeholder engagement aims to ensure that stakeholders are satisfied with the project outcomes, and that their expectations and needs are met. According to the Professional in Business Analysis Reference Materials1, stakeholder engagement involves the following steps:
Identify stakeholders: Determine who are the individuals or groups that have an interest or influence in the project, and what are their roles, responsibilities, expectations, and power.
Analyze stakeholders: Assess the level of interest and influence of each stakeholder, and their potential impact on the project objectives, scope, schedule, cost, quality, and risks. Use tools such as stakeholder analysis matrix, power/interest grid, or salience model to categorize stakeholders based on their attributes.
Plan stakeholder engagement: Develop strategies and actions to effectively communicate with, involve, and manage stakeholders throughout the project. Use tools such as stakeholder engagement plan, communication plan, or RACI matrix to define the frequency, mode, content, and responsibility of stakeholder interactions.
Implement stakeholder engagement: Execute the planned activities to engage stakeholders, and monitor and measure their feedback, satisfaction, and performance. Use tools such as stakeholder register, issue log, change log, or performance reports to track and document stakeholder engagement.
Evaluate stakeholder engagement: Review and analyze the effectiveness and outcomes of stakeholder engagement, and identify areas for improvement or adjustment. Use tools such as lessons learned, surveys, or interviews to collect and analyze stakeholder feedback and recommendations.
In this scenario, the project manager realizes that a standard stakeholder engagement approach will not suffice, because one of the client representatives, who is not a key decision maker, is extremely
opinionated and could become a roadblock to progress due to their perceived level of authority during meetings. This stakeholder could be classified as a high-interest, low-influence stakeholder, who needs to be kept informed and consulted, but not allowed to dominate or derail the project decisions. Therefore, the best option for the project manager is to allocate time to gain buy-in from the stakeholder prior to key decision meetings.
This way, the project manager can:
Understand the stakeholder’s perspective, concerns, and expectations, and address them proactively and respectfully.
Build trust and rapport with the stakeholder, and demonstrate the value and benefits of the project for them and their organization.
Involve the stakeholder in the project planning and design process, and solicit their input and feedback on the project scope, objectives, deliverables, and requirements.
Negotiate and compromise with the stakeholder on any conflicting or unrealistic demands, and seek their support and agreement on the project decisions.
Acknowledge and appreciate the stakeholder’s contribution and participation, and recognize their role and authority within their organization.
By allocating time to gain buy-in from the stakeholder prior to key decision meetings, the project
manager can enhance the stakeholder engagement, satisfaction, and collaboration, and reduce the
risk of resistance, conflict, or delay in the project.
The other options are not the best choices, because:
Asking that only key decision makers attend the project meetings could alienate and offend the stakeholder, and damage the relationship and trust with them and their organization. It could also create a communication gap and a lack of transparency and accountability in the project. Updating the project schedule to cater to this particular stakeholder could disrupt the project workflow and priorities, and create inefficiencies and delays in the project. It could also cause resentment and frustration among other stakeholders, who may feel that their needs and expectations are not being met or respected.
Updating the risk register to consider the possible project impacts could be a useful step, but it is not sufficient to address the root cause of the problem, which is the stakeholder’s opinionated and authoritative behavior. It could also imply that the project manager is avoiding or ignoring the stakeholder, rather than engaging and influencing them.
Reference: Stakeholder Engagement.
Question #494
The scope of a project is to replace the street signs within a 10-km radius. The client does not want to sign the project closure report if the radius is not extended by 1 km, to be aligned with the council’s development plan.
What should the project manager do?
- A . Delay the approval and ask the project sponsor for additional funding.
- B . Contact the council and ask for their approval to extend the scope of the project.
- C . Initiate a new project and discuss the request because it came in too late.
- D . Obtain formal acceptance for the completed work and submit a change request.
Correct Answer: D
D
Explanation:
When a client requests a scope change, such as extending the project radius by 1 km, the project manager should first obtain formal acceptance for the work that has been completed within the original scope. Following this, the project manager should submit a change request to address the new requirement. This process is in line with the PMBOK Guide’s Change Management Process, which includes identifying the change, analyzing its impact, documenting it, and presenting it to the Change Control Board (CCB) for approval1.
Reference: PMBOK Guide’s Change Management Process For PMP Certification1.
Project Management Institute’s official Reference for the PMP certification2.
Professional in Business Analysis Reference Materials provided by PMI2.
D
Explanation:
When a client requests a scope change, such as extending the project radius by 1 km, the project manager should first obtain formal acceptance for the work that has been completed within the original scope. Following this, the project manager should submit a change request to address the new requirement. This process is in line with the PMBOK Guide’s Change Management Process, which includes identifying the change, analyzing its impact, documenting it, and presenting it to the Change Control Board (CCB) for approval1.
Reference: PMBOK Guide’s Change Management Process For PMP Certification1.
Project Management Institute’s official Reference for the PMP certification2.
Professional in Business Analysis Reference Materials provided by PMI2.
Question #495
A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.
What should the project manager do in this situation?
- A . Schedule a meeting with the reluctant project stakeholder to obtain their feedback.
- B . Meet with all seven of the project stakeholders and request all of their feedback.
- C . Explain to the sponsor why the reluctant stakeholder needs to provide feedback.
- D . Host a meeting with the reluctant stakeholder and project team to resolve any conflict.
Correct Answer: A
A
Explanation:
In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.
Reference: While I cannot provide direct Reference from the PMI materials, the approach is consistent with the best practices outlined in the PMBOK® Guide, which emphasizes the importance of stakeholder engagement for project success.
A
Explanation:
In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.
Reference: While I cannot provide direct Reference from the PMI materials, the approach is consistent with the best practices outlined in the PMBOK® Guide, which emphasizes the importance of stakeholder engagement for project success.
Question #496
A project manager is leading a project that is in the execution phase. Due to a company reorganization, some key project team members are likely to leave the project.
What should the project manager do next?
- A . Discuss this issue with the affected team members and support them during the transition.
- B . Start looking for replacements as soon as possible to help prevent any schedule slippage.
- C . Engage with the project sponsor to ensure that this change does not affect the project execution.
- D . Determine the impact to the project and implement mitigations per the project management plan.
Correct Answer: D
D
Explanation:
When facing the potential departure of key project team members, a project manager should first evaluate the situation’s impact on the project’s scope, schedule, cost, and quality. The next step is to refer to the project management plan, which should include a risk management plan with predefined mitigation strategies for such scenarios. Implementing these mitigations will help to manage the changes effectively and keep the project on track.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of risk and change management that are part of the PMP’s body of knowledge.
D
Explanation:
When facing the potential departure of key project team members, a project manager should first evaluate the situation’s impact on the project’s scope, schedule, cost, and quality. The next step is to refer to the project management plan, which should include a risk management plan with predefined mitigation strategies for such scenarios. Implementing these mitigations will help to manage the changes effectively and keep the project on track.
Reference: The response is based on general project management principles as outlined in the PMBOK Guide and the standard practices of risk and change management that are part of the PMP’s body of knowledge.
Question #497
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
Correct Answer: C
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures.
Reference: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures.
Reference: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122
Question #498
A new sales software development project is underway. The customer is still finalizing the requirements for the system when a new CEO is introduced. The new CEO is expected to make changes to the organization, which most likely will impact development. However, the most important criterion for the project is that the software must provide correct sales results. No intermediate results are required.
Which project approach should the project manager take?
- A . Incremental
- B . Predictive
- C . Hybrid
- D . iterative
Correct Answer: C
C
Explanation:
According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project.
Reference: PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page
C
Explanation:
According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project.
Reference: PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page
Question #499
A project team that is very experienced in enterprise resource planning (ERP) systems implementation is currently planning the delivery of a new ERP project. There is a requirement to reuse the client’s security subsystem developed by a third party. The client states that integration with the security subsystem must be done by the client’s team. The project manager does not want to have such an external dependency.
What should the project manager do first?
- A . Plan the implementation of this integration in the first iteration to help reduce risks.
- B . Record the issue in the issue log and closely manage this dependency.
- C . Inform the client that the project team will take care of the integration.
- D . Document the client’s responsibility for the integration with the security subsystem.
Correct Answer: D
D
Explanation:
The project manager should first document the client’s responsibility for the integration with the security subsystem as part of the project scope statement. This will help to define the boundaries of the project and clarify the roles and responsibilities of the project team and the client. It will also help to avoid scope creep and manage expectations. Planning the implementation, recording the issue, and informing the client are actions that can be done later, after the scope is clearly defined and agreed upon.
Reference: PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5:
Project Scope Management, Section 5.3: Define Scope, Page 154.
D
Explanation:
The project manager should first document the client’s responsibility for the integration with the security subsystem as part of the project scope statement. This will help to define the boundaries of the project and clarify the roles and responsibilities of the project team and the client. It will also help to avoid scope creep and manage expectations. Planning the implementation, recording the issue, and informing the client are actions that can be done later, after the scope is clearly defined and agreed upon.
Reference: PMP Exam Content Outline, Domain II: Process, Task 1: Execute project with the urgency required to deliver business value.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 5:
Project Scope Management, Section 5.3: Define Scope, Page 154.
Question #500
An agile project manager has just been given a sizeable software development project to implement. Early in the initiation stage, the project sponsor requests an indication of time lines for delivery of the initial release.
What tools should the agile project manager use to do these estimates?
- A . Product backlog, budget, resource management plan
- B . Budget, minimum viable product (MVP), retrospective notes
- C . Resource management plan, retrospective notes, backlog grooming
- D . Backlog grooming, product backlog, minimum viable product (MVP)
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 7th edition, an agile project manager is a person who leads and facilitates an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. An agile project manager should use the following tools to estimate the time lines for delivery of the initial release:
Backlog grooming: This is a technique used to refine and prioritize the product backlog, which is a list of features and requirements that need to be delivered by the project team. Backlog grooming helps to ensure that the product backlog items are clear, concise, and ready for development. It also helps to estimate the effort and value of each item, and to align them with the product vision and customer needs.
Product backlog: This is the primary source of information for the project team and the product owner, who represents the voice of the customer and defines the product value. The product backlog contains the features and requirements that the project team will deliver in the form of product increments, which are potentially releasable outcomes that provide value to the customer. The product backlog is dynamic and changes as the project progresses and new information emerges. Minimum viable product (MVP): This is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. The MVP is the first product increment that the project team delivers to the customer, and it represents the minimum scope that the project must achieve. The MVP helps to validate the assumptions and hypotheses about the product value and customer satisfaction, and to guide the subsequent iterations and releases.
By using these tools, the agile project manager can estimate the time lines for delivery of the initial release based on the following factors:
The size and complexity of the product backlog items
The effort and value of each product backlog item
The capacity and velocity of the project team
The feedback and expectations of the customer
The dependencies and risks of the project
Reference: PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles
PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices
PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation
PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis
PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates PMBOK Guide, 7th edition, page 33, section 1.3.2, Project Success
PMBOK Guide, 7th edition, page 34, section 1.3.3, Project Success Criteria and Objectives PMBOK Guide, 7th edition, page 35, section 1.3.4, Project Success Measures
PMBOK Guide, 7th edition, page 37, section 1.4.1, Develop Project Charter PMBOK Guide, 7th edition, page 38, section 1.4.1.3, Project Charter
D
Explanation:
According to the PMBOK Guide, 7th edition, an agile project manager is a person who leads and facilitates an adaptive development approach, where requirements and solutions evolve through collaborative efforts of self-organizing and cross-functional teams and their customers. An agile project manager should use the following tools to estimate the time lines for delivery of the initial release:
Backlog grooming: This is a technique used to refine and prioritize the product backlog, which is a list of features and requirements that need to be delivered by the project team. Backlog grooming helps to ensure that the product backlog items are clear, concise, and ready for development. It also helps to estimate the effort and value of each item, and to align them with the product vision and customer needs.
Product backlog: This is the primary source of information for the project team and the product owner, who represents the voice of the customer and defines the product value. The product backlog contains the features and requirements that the project team will deliver in the form of product increments, which are potentially releasable outcomes that provide value to the customer. The product backlog is dynamic and changes as the project progresses and new information emerges. Minimum viable product (MVP): This is the version of the product that has enough features to satisfy the customer’s needs and provide feedback for future development. The MVP is the first product increment that the project team delivers to the customer, and it represents the minimum scope that the project must achieve. The MVP helps to validate the assumptions and hypotheses about the product value and customer satisfaction, and to guide the subsequent iterations and releases.
By using these tools, the agile project manager can estimate the time lines for delivery of the initial release based on the following factors:
The size and complexity of the product backlog items
The effort and value of each product backlog item
The capacity and velocity of the project team
The feedback and expectations of the customer
The dependencies and risks of the project
Reference: PMBOK Guide, 7th edition, page 19, section 1.2.2, Adaptive Development Approach PMBOK Guide, 7th edition, page 20, section 1.2.3, Agile Project Environment PMBOK Guide, 7th edition, page 21, section 1.2.4, Agile Principles
PMBOK Guide, 7th edition, page 23, section 1.2.5, Agile Team Roles PMBOK Guide, 7th edition, page 25, section 1.2.6, Agile Practices
PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation
PMBOK Guide, 7th edition, page 237, section 8.2.3.1, Root Cause Analysis
PMBOK Guide, 7th edition, page 238, section 8.2.3.2, Quality Management Plan Updates PMBOK Guide, 7th edition, page 33, section 1.3.2, Project Success
PMBOK Guide, 7th edition, page 34, section 1.3.3, Project Success Criteria and Objectives PMBOK Guide, 7th edition, page 35, section 1.3.4, Project Success Measures
PMBOK Guide, 7th edition, page 37, section 1.4.1, Develop Project Charter PMBOK Guide, 7th edition, page 38, section 1.4.1.3, Project Charter