Explanation According to the PMBOK Guide, a sprint review is a scrum event in which the scrum team and the product owner inspect the product increment and adapt the product backlog if needed. The product increment is the sum of all the product backlog items completed during a sprint and the value of the increments of all previous sprints. The product owner is responsible for determining whether the product increment meets the definition of done (DoD), which is a shared understanding of what it means for work to be complete. The DoD is used to assess when a product backlog item or an increment is done. The product owner also decides when to release the product increment to the customer, based on the feedback received from the stakeholders during the sprint review. In this question, the product owner says that the increment is ready to be delivered to the customer at the end of the sprint review. This implies that the product owner has evaluated the product increment against the DoD and found it to be acceptable. The product owner may also have received positive feedback from the stakeholders who attended the sprint review. Therefore, the project manager should conclude that the product owner has fulfilled their role and responsibility in the sprint review, and is satisfied with the quality and value of the product increment. The other options are not correct because they do not reflect the purpose and outcome of the sprint review. Option B is wrong because it suggests that the product owner willbypass the sprint review and not seek feedback from the stakeholders. This would violate the scrum principles of transparency, inspection, and adaptation. Option C is wrong because it implies that the product owner is not involved in the development process and does not collaborate with the scrum team. This would contradict the scrum values of commitment, focus, and respect. Option D is wrong because it indicates that the product owner is not verifying the product increment against the DoD and the acceptance criteria. This would compromise the quality and value of the product. References: PMBOK Guide, 6th edition, pages 206-207, 540-541 Sprint Review: What It Is and How To Run One Effectively Project Management Sprints: Methods, Steps, Best Strategies
Question 87
專案經理正在組建一個團隊來開展服務整合項目，該項目將把技術管理服務從 A 公司轉移到 B 公司。該專案團隊將由兩家公司的成員組成。該專案的潛在團隊成員遍布世界各地，具有不同類型的技術背景，並使用不同的工作方法。 專案經理應該如何建立一支有凝聚力、高績效的團隊？
Correct Answer: B
Explanation The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, andperformance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team's ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies. Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration. Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals. Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members' skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the projectmanager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders. References: 1: PMBOK Guide, 7th edition, pages 96-97.
Explanation According to the Project Management Professional (PMP) Reference Materials, a stakeholder register is a tool that the project manager should have used to prevent this situation. A stakeholder register is a document that identifies and analyzes the project stakeholders, their roles, interests, expectations, influence, and communication needs. A stakeholder register helps the project manager to plan and manage stakeholder engagement, and ensure that the project meets the stakeholder requirements and expectations. A stakeholder register also helps the project manager to identify and address any potential conflicts, risks, or issues that may arise from the stakeholder involvement. By using a stakeholder register, the project manager could have avoided the situation where a key stakeholder did not receive the functionality test status reports, and noticed that an important functionality for their area was not tested. The project manager could have ensured that the stakeholder was properly informed and involved in the testing process, and that their feedback and approval were obtained before moving to the next phase of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Stakeholder Register.
