Demo course-based mock exam

A team in storming argues openly about sequencing and ownership, but people still test alternatives, share information, and leave the meeting willing to keep working together. Which reading best fits the conflict?

A. It is functional conflict because the tension is still improving the work rather than damaging the relationship.

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B. It is dysfunctional conflict because visible tension means the team is already losing trust.

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C. It is a personal work style conflict because disagreement is occurring during storming.

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D. It shows the team is still operating as though it were in forming and has not yet built enough baseline for productive disagreement.

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A predictive energy sector project is delivering a turbine maintenance program across multiple operational sites under operational resilience governance pressure. A senior field engineer who held critical experiential knowledge announces an earlier than planned departure. The documented procedures, manuals, and checklists remain formally valid, and performance targets are still being met. However, teams show growing inconsistency in how they interpret thresholds and escalation triggers under non-standard operating conditions. Recent corrective actions increasingly depend on undocumented judgment that the departing expert previously provided informally. Governance remains formally established, but its ability to support safe and consistent decision making under changing conditions is progressively questioned and, in later stages, violated in practice.

At this point, the project manager recognizes that governance must be restabilized to prevent further erosion before the expert’s departure. The issue is not enforcement of existing procedures alone. The project manager needs to restore a working knowledge transfer environment that can support consistent decisions under non-standard operating conditions.

The project manager considers the following actions.

1 Capture validated decision rationales and boundary conditions in appropriate governance records.

2 Update the lessons learned register with recent corrective actions.

3 Facilitate a structured session to surface how recent decisions were adapted under non-standard conditions.

4 Analyze recent incident reviews to identify where documented procedures no longer guided decisions.

Place the actions in the most appropriate order.

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A recent review produced two different signals. Users are asking for a convenience feature to be advanced because they believe it will improve satisfaction. At the same time, value analysis still shows that the work currently planned would contribute more directly to the benefit logic in the business case, and value stream mapping shows the main waste remains in the unresolved handoff the planned work is meant to remove. Which judgments should govern the reprioritization discussion? Select all that apply.

A. The loudest user request should govern because adoption concerns always outweigh the existing business case.

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B. Feedback deserves the most weight when it exposes a barrier in the output-to-outcome path, not when it only expresses convenience.

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C. The project has to weigh the opportunity cost of delaying work that protects the primary benefit logic.

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D. Because value stream mapping found a visible bottleneck, that result should automatically outrank every other source of evidence.

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E. A technique deserves more weight when it speaks more directly to benefit realization than to local process efficiency.

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A project is trending slightly under its approved cost baseline. At the same time, a market shift delays benefit capture by a year and raises downstream operating cost for the business unit that will own the product. Senior leaders ask whether the project is still financially healthy. Which judgments fit this situation? Select all that apply.

A. The project can stay under control against its baseline while the business case supporting it gets weaker.

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B. Favorable current cost variance is enough to show that the initiative still deserves capital.

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C. Measures such as NPV, ROI, or IRR matter here because the question is no longer only whether spending is tracking to baseline.

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D. The project manager can treat reduced spending as proof that future value has improved.

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E. Because operations will own the downstream cost after handoff, the project team does not need to reopen the continuation question now.

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A predictive stadium renovation project is transitioning from structural work to electrical integration. The structural team reports 100 percent completion because the new beams meet the authorized structural blueprints. The electrical team, however, cannot access required installation points because those beams now block the authorized conduit path. A handover dispute has halted the electrical phase. Current status artifacts show the structural phase as green, but that status does not reflect whether the completed work enables the next phase to begin. The project is still reporting activity completion, while the value needed for electrical integration has not been realized. The client is pressing for an immediate update on the stadium reopening date.

The current status process is letting local structural completion become green project status without any handover-readiness check, so the existing status reference is no longer reliable for deciding whether the electrical phase can start. The project manager needs to clarify which role each response would play in restoring reliable phase status. Match each project manager response with the role it represents in the handover dispute.

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C. Process-control calibrator
D. Information-use enabler
A. Review-cycle evaluator
B. Phase-readiness reconciler

1. Establishes a handover checklist that requires phase completion to be tested against the next team’s ability to start work.

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2. Confirms that the electrical lead can see and challenge the structural status before it is treated as a reporting input.

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3. Examines why the current review cycle allowed local structural completion to become green project status without a handover-readiness check.

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4. Brings the structural and electrical leads together to compare completion evidence against the blocked conduit path before status is finalized.

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A global product team wants to place data privacy, worker safety, supplier labor standards, and deployment certification under a single heading in the planning package because all four are mandatory and all four come from outside the team. Another group argues that this would weaken control rather than simplify it. Which judgments are strongest? Select all that apply.

A. One category is enough if the obligations all come from outside the project, because source matters more than operational consequence.

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B. Different obligations can drive different design choices, approval paths, verification methods, and evidence needs even when they all look mandatory.

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C. The simplification becomes stronger if the project keeps a single compliance register for all obligations.

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D. Some obligations need to be built into different parts of the project’s work and approval flow, so treating them as one class can weaken control.

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E. Collapsing distinct obligations into one category can blur what kind of failure each requirement is meant to prevent.

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An adaptive software platform modernization project is facing intermittent failures in a legacy application programming interface (API) that was assumed to be stable. The technical lead views the failures as a minor bug, while the product owner identifies them as a systemic risk to platform stability. Delivery flow has reached a plateau as the team avoids integration work. The project operates under flow efficiency governance pressure and identifies risks iteratively through backlog refinement.

Governance is established and accepted for iterative risk identification through backlog refinement, but the API failures have not yet been analyzed through the agreed risk process.

Narrative

The project manager brings the recurring API failures into backlog refinement for risk review. The technical lead proposes a short patch that reduces immediate disruption but does not address the root cause. The product owner explains that continued failures are affecting platform stability and delivery flow. The team then moves the issue into the agreed risk discussion before choosing a response.

Which justification best supports the project manager’s decision to evaluate the API failures through the risk process before selecting a response?

A. The decision is justified because the product owner has authority over backlog value and can determine whether platform stability should take priority over the sprint goal.

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B. The decision is justified because escalation should occur before the team spends more time analyzing a technical issue that may affect the wider platform.

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C. The decision is justified because the established risk process gives the team agreed criteria for judging impact, ownership, response options, and monitoring needs before selecting a response.

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D. The decision is justified because the fastest technical fix should be applied first so the sprint commitment can be protected while risk ownership is discussed later.

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Demo course-based mock exam

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