A PMO in a large manufacturing company has been working diligently to retrain project

managers and standardize software and templates across all projects, so that every
project in the company will produce compliant artifacts. Which type of PMO is being
described?

A: Supporting

B: Controlling

C: Directive

D: Agile Center of Excellence

1
 A PMO in a large manufacturing company has been working diligently to retrain project
managers and standardize software and templates across all projects, so that every
project in the company will produce compliant artifacts. Which type of PMO is being
described?

A: Supporting

B: Controlling

C: Directive

D: Agile Center of Excellence

Controlling PMOs provide support and require compliance through various means. Compliance may involve adopting project
management frameworks or methodologies; using specific templates, forms and tools; or conforming to governance. Supportive
PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons
learned from other projects. Directive PMOs take control of projects by directly managing the projects or shared resources, including
project managers. A relatively small number of PMOs fall into this category. Agile Centers of Excellence (ACoE) or Value Delivery
Offices (VDO) are emerging within organizations adopting more decentralized structures where teams need to respond quickly to
changing customer needs. Their role is different, taking on coaching and mentoring efforts, rather than a managerial one. 2
Two project managers are chatting in an airport lounge, on their way to a conference.
They have never met and work in different companies. Project manager A tells a story
about the last project, in which the team was given strict deadlines for updating
artifacts and were audited to ensure risk registers and issue logs were updated at least
once per week. Project manager B is shocked by project manager A’s story, because
their project team is allowed to work independently, with very little reporting required.
Which statement is true?
A: Project manager B’s PMO has no project governance.
B: Project manager B’s company does not have a PMO.
C: Project manager B’s company uses adaptive development approaches that
projects adhere to and the PMO ensures compliance.
D: Project manager B’s company has a supportive PMO which only provides
a peripheral role.

3
 Two project managers are chatting in an airport lounge, on their way to a conference.
They have never met and work in different companies. Project manager A tells a story
about the last project, in which the team was given strict deadlines for updating
artifacts and were audited to ensure risk registers and issue logs were updated at least
once per week. Project manager B is shocked by project manager A’s story, because
their project team is allowed to work independently, with very little reporting required.
Which statement is true?
A: Project manager B’s PMO has no project governance.
B: Project manager B’s company does not have a PMO.
C: Project manager B’s company uses adaptive development approaches that
projects adhere to and the PMO ensures compliance.
D: Project manager B’s company has a supportive PMO which only provides
a peripheral role.

Clearly, these two project managers work in different contexts. Project manager B’s company has a
PMO that ensures compliance, but otherwise empowers project teams to self-organize and run
adaptive projects. 4
A contractor is late with a critical project deliverable due to resource challenges.

There is a 22% buffer in the budget for cost overruns.

What is the first thing a Project Manager should do to mitigate this issue?

A: Hold a discussion with the vendor regarding the legal implications of this slippage.

B: Hire a new vendor to replace the current vendor; ask the new vendor to send a
contract.
C: Look into alternative vendors that can assist with project deliverables despite resource
constraints.
D: Update the project schedule after first accepting the cost overrun.

5
 A contractor is late with a critical project deliverable due to resource challenges.

There is a 22% buffer in the budget for cost overruns.

What is the first thing a Project Manager should do to mitigate this issue?

A: Hold a discussion with the vendor regarding the legal implications of this slippage.

B: Hire a new vendor to replace the current vendor; ask the new vendor to send a
contract.
C: Look into alternative vendors that can assist with project deliverables despite resource
constraints.
D: Update the project schedule after first accepting the cost overrun.

Realizing that project delivery is the prime focus, the Project Manager needs to assess alternatives
without concern for the potential budget impact. Once a viable alternative is identified, they can
present their case to the sponsor for a decision. 6
During an agile iteration, Task 1 cannot be completed on time due to unexpected
challenges. Another team within the project is depending on timely completion of Task
1 in order to fulfill their part of the project.

How should the Project Manager resolve this issue?

A: Meet with both teams separately, and ask them to figure out a way to meet the
required deadlines and complete the project on time.
B: Meet with the product owner to reprioritize the iteration backlog, so that it does
not impact other teams or obligations.
C: Increase the number of team members for the project team and increase the iteration
length, ensuring that the work will be completed according to schedule.
D: Let team members know you want them to do their best under difficult
circumstances, and make sure to note the iteration's challenges in lessons learned.

7
 During an agile iteration, Task 1 cannot be completed on time due to unexpected
challenges. Another team within the project is depending on timely completion of Task
1 in order to fulfill their part of the project.

How should the Project Manager resolve this issue?

A: Meet with both teams separately, and ask them to figure out a way to meet the
required deadlines and complete the project on time.
B: Meet with the product owner to reprioritize the iteration backlog, so that it does
not impact other teams or obligations.
C: Increase the number of team members for the project team and increase the iteration
length, ensuring that the work will be completed according to schedule.
D: Let team members know you want them to do their best under difficult
circumstances, and make sure to note the iteration's challenges in lessons learned.

The Product Owner and the team should prioritize the tasks they know will or might impact other
teams.
8
A trend of stories uncompleted at the end of iterations has become apparent. Multiple
team members worked on these stories and no blockers were identified .

What can the agile team do to resolve the situation?

A: Put the stories back into the product backlog and wait for a less intensive iteration
to work on them
B: Use the next iteration for a team spike to determine feasibility of completing the
stories
C: Put the stories in the blocked column and work with the product owner to remove
impediments
D: Work with the product owner to further break down the stories in the backlog and
update the Definition of Ready

9
 A trend of stories uncompleted at the end of iterations has become apparent. Multiple
team members worked on these stories and no blockers were identified .

What can the agile team do to resolve the situation?

A: Put the stories back into the product backlog and wait for a less intensive iteration
to work on them
B: Use the next iteration for a team spike to determine feasibility of completing the
stories
C: Put the stories in the blocked column and work with the product owner to remove
impediments
D: Work with the product owner to further break down the stories in the backlog and
update the Definition of Ready

When stories cannot be completed within one iteration, it is typically because the story is not broken down into
small enough goals. Distractors are incorrect because:
- they do not address the root cause by waiting or setting to blocked
- product owner cannot remove impediments if they are not identified and analyzed
-devoting full team to a spike is inefficient and bypasses normal backlog refinement. 10
The quarterly results show that competitors are driving prices down. The company is
losing market share and midway into a product development project, it appears the
sponsoring unit is not likely to get return on their investment.
What should the project manager do adapt the project to these new conditions?
(Select TWO.)
A: Incrementally replace local staff by outside expert staff who can work at half the
hourly rate or less
B: Re-scope the project to deliver the same features as the competitors to match
their pricing
C: Make a cost/benefit analysis of deliverables to optimize delivery cost and speed
D: Fast-track the remainder of the project to deliver the intended scope with less
overhead costs.
E: Split out an agile track to incrementally maximize value within a fixed budget

11
 The quarterly results show that competitors are driving prices down. The company is
losing market share and midway into a product development project, it appears the
sponsoring unit is not likely to get return on their investment.
What should the project manager do adapt the project to these new conditions?
(Select TWO.)
A: Incrementally replace local staff by outside expert staff who can work at half the
hourly rate or less
B: Re-scope the project to deliver the same features as the competitors to match
their pricing
C: Make a cost/benefit analysis of deliverables to optimize delivery cost and speed
D: Fast-track the remainder of the project to deliver the intended scope with less
overhead costs.
E: Split out an agile track to incrementally maximize value within a fixed budget

Cost/benefit analysis and fixed-budget incremental development are correct because they address the
loss of profitability without disruption to business.
12
An efficient agile team in a large corporation generated ideas and added innovative
features to the backlog. After the additional features were tested and complete, the
portfolio owner rejects all of them.

What is the most likely reason this situation happened?

A: The team did not make use of the normal quality control processes

B: The portfolio owner does not want to pay for the team's unplanned work

C: The team would be entitled to intellectual property rights on the features

D: The product owner did not sufficiently align the ideas with the portfolio owner

13
 An efficient agile team in a large corporation generated ideas and added innovative
features to the backlog. After the additional features were tested and complete, the
portfolio owner rejects all of them.

What is the most likely reason this situation happened?

A: The team did not make use of the normal quality control processes

B: The portfolio owner does not want to pay for the team's unplanned work

C: The team would be entitled to intellectual property rights on the features

D: The product owner did not sufficiently align the ideas with the portfolio owner

The product owner is reponsible for ensuring that the product meets business objectives, which could be set by a portfolio owner.
Distractors are wrong because:
- quality processes are irrelevant if the product is not providing desired business value
- payment for unwanted work also points to the product owner's lack of alignment
- IPR is owned by the funding organization 14
The agile team will take over from another supplier to maintain a client's website. The
team notices that recent browser changes imply that most of the website's existing
content would now require users to install a plug-in.

How should the agile team move forward?

A: Inform the client and propose an impact analysis

B: Update all pre-existing code to remove plug-in dependencies

C: Inform the client about the previous supplier's negligence

D: Deliver the code updates as defined in the contract

15
 The agile team will take over from another supplier to maintain a client's website. The
team notices that recent browser changes imply that most of the website's existing
content would now require users to install a plug-in.

How should the agile team move forward?

A: Inform the client and propose an impact analysis

B: Update all pre-existing code to remove plug-in dependencies

C: Inform the client about the previous supplier's negligence

D: Deliver the code updates as defined in the contract

In this case, the client needs to be aware of the impact of the recent plug-in issue on business and
costs. Distractors would address the problem in an incomplete way (new code not consistent with old
code) or without client awareness (re-write pre-existing code). Pointing out negligence does not
address the issue. 16
The legal team informs the product owner that another company owns a patent for an
innovation used in the agile team's product, now 75% complete.

What should the product owner do to determine the appropriate way forward?

A: Work with the legal department to find markets where the patent is not registered

B: Perform marginal economics analysis and identify minimum releasable features

C: Terminate project immediately to prevent any further sunken costs

D: Continue work on the product after removing the patented component

17
 The legal team informs the product owner that another company owns a patent for an
innovation used in the agile team's product, now 75% complete.

What should the product owner do to determine the appropriate way forward?

A: Work with the legal department to find markets where the patent is not registered

B: Perform marginal economics analysis and identify minimum releasable features

C: Terminate project immediately to prevent any further sunken costs

D: Continue work on the product after removing the patented component

A foundational assumption to release the product is now a show-stopper. Marginal economic analysis
determines if there is a viable way forward. Identifying minimal releasable features can mitigate the
economic loss. Distractors are either unrealistic (unpatented markets, removing component) or
uninformed (terminate project). 18
A new regulation requires consumer warnings on labels, but a company's product
package is too small to fit the added information. The regulatory specification does not
provide a solution, so the agile team decides to solve the problem by displaying the
information on a fold-out flap. The start of mass production of the new labels, the
project's next milestone, is scheduled to begin in five days.
What should the agile team do next?

A: Update the sprint backlog to reflect the additional product label requirement
B: Contact the compliance team to determine validity of the selected format

C: Request approval from the steering committee to proceed with the change

D: Develop a prototype and submit it to the label manufacturer for approval

19
 A new regulation requires consumer warnings on labels, but a company's product
package is too small to fit the added information. The regulatory specification does not
provide a solution, so the agile team decides to solve the problem by displaying the
information on a fold-out flap. The start of mass production of the new labels, the
project's next milestone, is scheduled to begin in five days.
What should the agile team do next?

A: Update the sprint backlog to reflect the additional product label requirement
B: Contact the compliance team to determine validity of the selected format

C: Request approval from the steering committee to proceed with the change

D: Develop a prototype and submit it to the label manufacturer for approval

Without validiating compliance of the solution before developing it, the team would expend wasted
effort at best, and at worst, put the orgnization at risk of non-compliance penalties. Not initially seeking
approval from the steering committee is In line with Agile practices of communicating directly between
units rather than through management layers . 20
Members of a virtual agile team are separated by seven (7) time zones. Daily meetings
are too long, and the problem is made worse when laptop cameras switch between the
speaking members.
Which two measures should the project manager take to achieve shorter, more
efficient daily meetings? (Choose TWO).
A: Use the iteration reviews to discuss the Kanban board.

B: Require all members to stand during the full meeting.

C: Place a single webcam to face the Kanban boards and teams.

D: Ask the team members to raise blockers off-line.

E: Limit speakers to only members who have made progress.

21
 Members of a virtual agile team are separated by seven (7) time zones. Daily meetings
are too long, and the problem is made worse when laptop cameras switch between the
speaking members.
Which two measures should the project manager take to achieve shorter, more
efficient daily meetings? (Choose TWO).
A: Use the iteration reviews to discuss the Kanban board.

B: Require all members to stand during the full meeting.

C: Place a single webcam to face the Kanban boards and teams.

D: Ask the team members to raise blockers off-line.

E: Limit speakers to only members who have made progress.

Standing meetings limited to one webcam per group have been shown to reduce meeting times
without losing efficiency.
22
A project is underway and is 50% completed.
An essential project team member requests 1.5 months leave for personal matters.
What should the Project Manager do first?

A: Check with this team member to see if the leave can be postponed.

B: Discuss the issue with the functional manager and request a replacement.

C: Assess how the leave will impact the project.

D: Refer to the resource management plan.

23
 A project is underway and is 50% completed.
An essential project team member requests 1.5 months leave for personal matters.
What should the Project Manager do first?

A: Check with this team member to see if the leave can be postponed.

B: Discuss the issue with the functional manager and request a replacement.

C: Assess how the leave will impact the project.

D: Refer to the resource management plan.

The FIRST thing the Project Manager needs to do is to understand what impact (if any) this absence will
have on the project.
24
A team decides that an agile approach fits the needs of the next phase in their project.
Unfortunately, there are team members who have not had the appropriate agile
training.
How should the Project Manager respond to the lack of agile training?

A: Include agile training for these team members without a change request.

B: Ensure the project’s contingency reserve can cover agile training for all team
members.
C: Create virtual training sessions for key team members, covering the main agile
topics.
D: Identify and implement the most cost-effective agile training for the team members.

25
 A team decides that an agile approach fits the needs of the next phase in their project.
Unfortunately, there are team members who have not had the appropriate agile
training.
How should the Project Manager respond to the lack of agile training?

A: Include agile training for these team members without a change request.

B: Ensure the project’s contingency reserve can cover agile training for all team
members.
C: Create virtual training sessions for key team members, covering the main agile
topics.
D: Identify and implement the most cost-effective agile training for the team members.

Training for project team members can result in added skills that could be useful for future phases or
projects. The Project Manager should identify and implement Agile training for team members.
Training lessons and related costs should be evaluated and included in the resource management plan,
and cost and schedule baselines. 26
A Project Manager is faced with an updated schedule that requires delivering a business
result under a far more aggressive timeline. The project’s technical resource manager has
worked with the Project Manager on previous projects. Still, a team member indicates
that the company does not have technical resources that could be added to the project to
meet the new timeline. What should be the Project Manager's next step?
A: Let the project sponsor know that an issue with a technical resource may put the project
at risk.
B: Ensure that upper management is aware of the lack of needed resources which
may put the project at risk.

C: Ask the technical resource manager about the availability of technical resources.

D: Work with a third-party vendor to quickly acquire the needed resource.

27
 A Project Manager is faced with an updated schedule that requires delivering a business
result under a far more aggressive timeline. The project’s technical resource manager has
worked with the Project Manager on previous projects. Still, a team member indicates
that the company does not have technical resources that could be added to the project to
meet the new timeline. What should be the Project Manager's next step?
A: Let the project sponsor know that an issue with a technical resource may put the project
at risk.
B: Ensure that upper management is aware of the lack of needed resources which
may put the project at risk.

C: Ask the technical resource manager about the availability of technical resources.

D: Work with a third-party vendor to quickly acquire the needed resource.

Per the Agile Manifesto, it values individuals and interactions over processes and tools. Thus, it is best
to meet with the resource manager to understand the real situation rather than informing sponsor first.
28
A Project Manager with limited experience managing globally-distributed team
members receives a project that has team members from five countries, spanning three
continents. To successfully manage this project, the Project Manager needs to develop
cultural sensitivity. What should the Project Manager do?

A: Be flexible when working with team members, recognize that culture is learned, and
be aware of local customs.
B: Seek guidance from the human resource department, and request to be certified in
this topic.
C: Request for another Project Manager to lead the project and follow behind this
person to gain necessary skills.
D: Gather requisite learning material to better understand every detail of each team
member's culture to be sensitive to their needs.

29
 A Project Manager with limited experience managing globally-distributed team
members receives a project that has team members from five countries, spanning three
continents. To successfully manage this project, the Project Manager needs to develop
cultural sensitivity. What should the Project Manager do?

A: Be flexible when working with team members, recognize that culture is learned, and
be aware of local customs.
B: Seek guidance from the human resource department, and request to be certified in
this topic.
C: Request for another Project Manager to lead the project and follow behind this
person to gain necessary skills.
D: Gather requisite learning material to better understand every detail of each team
member's culture to be sensitive to their needs.

The project management team should capitalize on cultural differences, focus on developing and
sustaining the project team throughout the project life cycle, and promote working together
interdependently in a climate of mutual trust. 30
A company is merging two similar projects. The extensive business processes from each
project need to be merged. The team wants to optimize the merged business
processes, and they hire a consultant to help them.
How can the team ensure knowledge continuity from both projects?

A: Instruct the consultant to optimize the processes.

B: Create an archive from the projects so that team members can read it on their own.

C: Instruct teams to create new templates for processes and begin using and improving
them iteratively.
D: Gather representatives from both teams to explore and define a mutually agreeable
way of working (WoW).

31
 A company is merging two similar projects. The extensive business processes from each
project need to be merged. The team wants to optimize the merged business
processes, and they hire a consultant to help them.
How can the team ensure knowledge continuity from both projects?

A: Instruct the consultant to optimize the processes.

B: Create an archive from the projects so that team members can read it on their own.

C: Instruct teams to create new templates for processes and begin using and improving
them iteratively.
D: Gather representatives from both teams to explore and define a mutually agreeable
way of working (WoW).

The best way to facilitate knowledge continuity from two merged sources is to create a benchmark quickly, prioritize
the new way of working, and begin the work. When parties outside of the teams perform this work, the team
members won't benefit from a first-hand experience. Archives are essential, of course, but creating them without
mandating use often means that people rarely read them. Finally, creating new templates is a great idea, but that
solution does not demonstrate a deliberate use of historical information, which is the point of knowledge transfer. 32
A project in a university to create a seed bank is complete. It was the first project used
in the organization to use an agile approach. The deliverables were identified by the
product owner. Some of the stakeholders are concerned about quality and have not
signed off on the deliverables.
What is the best way to collect feedback on the definition of done (DoD)?
A: Create a temporary wiki site for stakeholders to provide anonymous feedback.

B: Review all the lessons learned to evaluate strategic alignment.

C: Send a satisfaction survey and then set up a focus group.

D: Conduct a product review meeting with the concerned stakeholders.

33
 A project in a university to create a seed bank is complete. It was the first project used
in the organization to use an agile approach. The deliverables were identified by the
product owner. Some of the stakeholders are concerned about quality and have not
signed off on the deliverables.
What is the best way to collect feedback on the definition of done (DoD)?
A: Create a temporary wiki site for stakeholders to provide anonymous feedback.

B: Review all the lessons learned to evaluate strategic alignment.

C: Send a satisfaction survey and then set up a focus group.

D: Conduct a product review meeting with the concerned stakeholders.

Direct and regular feedback from stakeholders is a normal feature of agile development approaches.
Since this is the organization’s first agile project, the stakeholders may not realize how the process
relates to quality in an ongoing and continuous way. The best approach is to meet with them and
review the product. Agile recommends face-to-face contact and colocation whenever possible. 34
A project team is worried about product packaging and presentation. They receive a lot
of negative feedback about this during iteration demos.

How can the team improve their chances of customer acceptance?

A: Look through the customer’s social media accounts and perform a qualitative
analysis of customer attitudes towards packaging.
B: Investigate changes in the external business environment related to consumer
attitudes about packaging.
C: Revise the definition of done (DoD) with the customer.

D: Find better options for packaging.

35
 A project team is worried about product packaging and presentation. They receive a lot
of negative feedback about this during iteration demos.

How can the team improve their chances of customer acceptance?

A: Look through the customer’s social media accounts and perform a qualitative
analysis of customer attitudes towards packaging.
B: Investigate changes in the external business environment related to consumer
attitudes about packaging.
C: Revise the definition of done (DoD) with the customer.

D: Find better options for packaging.

Finding better packaging is definitely the goal in this scenario, but it’s a question of how! Teams can research and
recommend, and while project teams should always be aware of how external changes could impact their project,
the customer is the first place to start to determine the criteria for what they will accept. The definition of done
(DoD) must be agreed and updated to customer needs—and this is subject to change in an adaptive project! 36
A project team lead has challenged the team to minimize defects and waste in project
teamwork. As an initial step, the team proposes to assess the relevant quality standards
and framework. How can the team do this?

A: Review the requirements management plan.

B: Check the ISO.org website.

C: Investigate the project quality metrics.

D:Interview the person who manages quality compliance.

37
 A project team lead has challenged the team to minimize defects and waste in project
teamwork. As an initial step, the team proposes to assess the relevant quality standards
and framework. How can the team do this?

A: Review the requirements management plan.

B: Check the ISO.org website.

C: Investigate the project quality metrics.

D:Interview the person who manages quality compliance.

Quality metrics describe project or product attributes and provide details about how the team
measures quality. The requirements management plan will give information and project requirements,
NOT necessarily the details about the standards and frameworks about the project that is needed. The
compliance manager and ISO.org will have more general information about quality standards. 38
A project has the following characteristics:
-It is in the execution phase.
-A regulatory law has recently been approved that mandates immediate compliance.
-This law will impact the project's scope, schedule, and cost.
The Project Manager needs to determine what to do first.
What is the correct step to take?

A: Initiate mitigation of the risk.

B: Ensure the project management plan is updated.

C: Escalate the issue to senior management.

D: Begin the change request process.

39
 A project has the following characteristics:
-It is in the execution phase.
-A regulatory law has recently been approved that mandates immediate compliance.
-This law will impact the project's scope, schedule, and cost.
The Project Manager needs to determine what to do first.
What is the correct step to take?

A: Initiate mitigation of the risk.

B: Ensure the project management plan is updated.

C: Escalate the issue to senior management.

D: Begin the change request process.

Since compliance is mandatory and it impacts scope, schedule and cost, a change request needs to be
submitted.
40
A project team learns that there is a new compliance requirement from an
international entity that may impact the baseline business case for the project. They
learn this right after project charter is completed and the project sponsor has signed.

How should the Project Manager proceed?

A: Research the requirement and possible consequences, then give the sponsor a
recommendation.
B: Address the requirement through the creation of a quality management plan.
C: Decline to address the issue, as the new requirement is not part of the project's
documented scope.
D: Ensure that the requirement is documented in the risk register, then ask for further
guidance from all stakeholders.

41
 A project team learns that there is a new compliance requirement from an
international entity that may impact the baseline business case for the project. They
learn this right after project charter is completed and the project sponsor has signed.

How should the Project Manager proceed?

A: Research the requirement and possible consequences, then give the sponsor a
recommendation.
B: Address the requirement through the creation of a quality management plan.
C: Decline to address the issue, as the new requirement is not part of the project's
documented scope.
D: Ensure that the requirement is documented in the risk register, then ask for further
guidance from all stakeholders.

The context of this scenario demands that the Project Manager influence the organization (sponsor),
and recommend next steps after reviewing and understanding compliance requirements and
consequences.
42
A product owner receives some confidential security information that needs to be
included in the definition of done or as part of the acceptance criteria.

How should the project leader categorize this requirement?

A: Top-level management influence

B: Omission from earlier in the process

C: Compliance matter
D: Change of heart

43
 A product owner receives some confidential security information that needs to be
included in the definition of done or as part of the acceptance criteria.

How should the project leader categorize this requirement?

A: Top-level management influence

B: Omission from earlier in the process

C: Compliance matter
D: Change of heart

This is an example of a compliance requirement. Security matters that are part of the definition of
done or acceptance criteria are characteristic of compliance matters.
44
A medical charity organization operates in disaster emergency zones worldwide. At
headquarters, the leadership wants to ensure that their practitioners’ professional
licenses are compliant with governing bodies both in the practitioner’s home and in
their working locations. This is a condition set by their board of directors and the
charity’s legal team. In order to facilitate the new measures, which three actions
should be taken? (Choose three)
A: Conduct an impact assessment and audit.
B: Create and use an internal standard based on the most common international
compliance standards.
C: Evaluate the existing compliance status of all practitioners.
D: Ensure signoff on compliance requirements from the board of directors and the legal team.
E: Place the compliance risks in the risk register and mark them as low priority.

45
 A medical charity organization operates in disaster emergency zones worldwide. At
headquarters, the leadership wants to ensure that their practitioners’ professional
licenses are compliant with governing bodies both in the practitioner’s home and in
their working locations. This is a condition set by their board of directors and the
charity’s legal team. In order to facilitate the new measures, which three actions
should be taken? (Choose three)
A: Conduct an impact assessment and audit.
B: Create and use an internal standard based on the most common international
compliance standards.
C: Evaluate the existing compliance status of all practitioners.
D: Ensure signoff on compliance requirements from the board of directors and the legal team.
E: Place the compliance risks in the risk register and mark them as low priority.

Conducting an audit, obtaining executive and legal approval, and creating a baseline or report on existing compliance
status of practitioners are all ways to begin this process. Compliance is the charity’s responsibility, and non-
compliance with legal matters is a high risk. Creating an internal standard may seem like an efficiency, but it exposes
the charity to risk by not meeting any unique compliance requirements. 46