Engaging Stakeholders CTEL-TM-MTT Practice Questions (Page 4)

Questions 16–20

1. 16expert · hard

   A test manager has been working with a difficult business stakeholder who has repeatedly questioned the test team's competence and has been resistant to providing business input for test scenarios. The test manager has tried to engage the stakeholder in meetings and has provided detailed reports, but the stakeholder remains skeptical. The test manager needs to build trust with this stakeholder. What is the most effective strategy?

   • AInvite the stakeholder to observe a test execution session to see the test team's professionalism and the value of testing firsthand.
   • BAvoid the stakeholder as much as possible and focus on working with more cooperative stakeholders.
   • CEscalate the stakeholder's behavior to the project sponsor and request that the stakeholder be replaced.
   • DAgree with the stakeholder's criticisms and promise to improve, even if the criticisms are unfounded.
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2. 17application · medium

   A test manager has established a weekly test progress report for the project sponsor. After three weeks, the sponsor mentions that the report is too detailed and they only want to see the summary of passed/failed tests and the top risks. What should the test manager do?

   • AAsk the sponsor to read the detailed report more carefully to understand the full picture.
   • BContinue sending the current report because the sponsor can ignore the details they do not need.
   • CStop sending the weekly report and only provide updates when there is a major issue.
   • DModify the report to include a one-page executive summary with pass/fail status and top risks, with detailed sections available on request.
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4. 18foundation · easy

   When communicating with developers about test results, what is most useful?

   • ADetailed defect reports with reproduction steps and logs
   • BHigh-level summaries without technical details
   • CBusiness impact analysis for each defect
   • DA list of all test cases executed without results
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5. 19application · medium

   A test manager is starting a new project for a regulatory compliance system. The project sponsor has requested weekly status reports, the development team wants daily defect summaries, and the external auditors require formal milestone sign-off documentation. The test manager has limited time for reporting. What is the most effective approach to satisfy these diverse communication needs?

   • ASend the same daily defect summary to all stakeholders to ensure everyone has the latest information.
   • BDevelop a communication plan that defines tailored reports: weekly summaries for the sponsor, daily defect lists for developers, and formal documents for auditors.
   • CCreate a single comprehensive weekly report that includes all details for every stakeholder group.
   • DAsk all stakeholders to access the test management tool directly so they can retrieve the information they need when they need it.
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6. 20application · medium

   A test manager discovers that a critical defect was missed during system testing and was only found by the customer after release. The defect will cause significant rework. The project manager suggests downplaying the issue in the post-release review to avoid blame. What should the test manager do to build trust with stakeholders?

   • AResign from the project to avoid being associated with the failure.
   • BAgree to downplay the issue to maintain a positive relationship with the project manager.
   • CPresent the facts of the missed defect, its impact, and a root-cause analysis, and propose process improvements to prevent recurrence.
   • DBlame the development team for not fixing the defect earlier, since they wrote the code.
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