{
  "assessmentTests": {
    "project_management": {
      "subscales": {
        "scope": "Scope",
        "schedule": "Schedule",
        "risk": "Risk",
        "stakeholders": "Stakeholders",
        "budget": "Budget"
      },
      "name": "Project Management Test",
      "desc": "Scope, schedule, risk, stakeholders and budget decisions — waterfall and agile mixed, tool-independent.",
      "recommendation": "Your project management strengths",
      "questions": [
        {
          "question": "Midway through a project, a stakeholder asks for a feature that was never in the original requirements, with no extra budget or time offered. What's the right first move?",
          "options": [
            {
              "icon": "",
              "label": "Add it quietly during spare time without telling anyone, so nobody officially has to make a call"
            },
            {
              "icon": "",
              "label": "Refuse it outright without discussing it with the stakeholder"
            },
            {
              "icon": "",
              "label": "Log it as a change request and assess cost/schedule impact before committing to it"
            },
            {
              "icon": "",
              "label": "Add it and quietly cut testing time later to make room"
            }
          ]
        },
        {
          "question": "\"Gold-plating\" in a project refers to:",
          "options": [
            {
              "icon": "",
              "label": "Setting aside extra budget for contingencies"
            },
            {
              "icon": "",
              "label": "Writing more documentation than the client requested"
            },
            {
              "icon": "",
              "label": "Assigning far more people to a task than the work actually requires or the schedule calls for"
            },
            {
              "icon": "",
              "label": "Delivering more than what was scoped or agreed, without added value or sign-off"
            }
          ]
        },
        {
          "question": "A team keeps adding small \"nice-to-have\" improvements during development, pushing the ship date out again and again. This is best described as:",
          "options": [
            {
              "icon": "",
              "label": "Schedule compression"
            },
            {
              "icon": "",
              "label": "Overrun"
            },
            {
              "icon": "",
              "label": "Resource leveling"
            },
            {
              "icon": "",
              "label": "Scope creep"
            }
          ]
        },
        {
          "question": "The clearest sign that a requested feature is genuinely out of scope, rather than just unpopular with the team, is that:",
          "options": [
            {
              "icon": "",
              "label": "It's technically difficult to build in the time remaining"
            },
            {
              "icon": "",
              "label": "The team personally dislikes the idea and would rather not build it"
            },
            {
              "icon": "",
              "label": "It wasn't mentioned during the kickoff meeting"
            },
            {
              "icon": "",
              "label": "It falls outside the approved scope baseline"
            }
          ]
        },
        {
          "question": "Which practice most directly stops scope creep from derailing a timeline?",
          "options": [
            {
              "icon": "",
              "label": "Holding a weekly status meeting"
            },
            {
              "icon": "",
              "label": "A change-control process that evaluates cost and schedule impact before new scope is approved"
            },
            {
              "icon": "",
              "label": "Keeping a detailed Gantt chart up to date"
            },
            {
              "icon": "",
              "label": "Adding more developers to the team"
            }
          ]
        },
        {
          "question": "A sprint-based team keeps letting stakeholders drop new items directly into the sprint that is already in progress. What is the healthiest response?",
          "options": [
            {
              "icon": "",
              "label": "Cancel the current sprint entirely, restart planning from scratch, and fold the new scope into the freshly rebuilt plan"
            },
            {
              "icon": "",
              "label": "Protect the current sprint's commitment and route new requests into backlog grooming"
            },
            {
              "icon": "",
              "label": "Silently drop an equal number of existing items without telling anyone"
            },
            {
              "icon": "",
              "label": "Accept the item and quietly extend the sprint's length"
            }
          ]
        },
        {
          "question": "The \"critical path\" of a project is:",
          "options": [
            {
              "icon": "",
              "label": "The sequence of dependent tasks that sets the project's shortest possible duration"
            },
            {
              "icon": "",
              "label": "The list of every task that has been formally assigned to the most senior members of the team"
            },
            {
              "icon": "",
              "label": "The set of tasks that carry the highest identified risk across the entire project plan"
            },
            {
              "icon": "",
              "label": "The tasks that consume the largest share of the budget"
            }
          ]
        },
        {
          "question": "A task sitting on the critical path slips by three days, and no other adjustment is made anywhere else in the plan. The project finish date will:",
          "options": [
            {
              "icon": "",
              "label": "Stay the same, because critical-path tasks carry their own float"
            },
            {
              "icon": "",
              "label": "Slip by three days"
            },
            {
              "icon": "",
              "label": "Slip by more than three days automatically"
            },
            {
              "icon": "",
              "label": "Only slip if that task also goes over budget"
            }
          ]
        },
        {
          "question": "\"Float\" (or slack) on a task that is not on the critical path means:",
          "options": [
            {
              "icon": "",
              "label": "How long that task can be delayed without pushing back the project finish date"
            },
            {
              "icon": "",
              "label": "The size of the budget reserve assigned specifically to that task"
            },
            {
              "icon": "",
              "label": "How many people can be assigned to work on it at once"
            },
            {
              "icon": "",
              "label": "How easily the task owner could be replaced"
            }
          ]
        },
        {
          "question": "Two tasks that would normally run one after another, because one depends on the other, are instead scheduled to overlap and run partly in parallel, accepting some added risk, in order to shorten the schedule. This is called:",
          "options": [
            {
              "icon": "",
              "label": "Crashing"
            },
            {
              "icon": "",
              "label": "Resource leveling"
            },
            {
              "icon": "",
              "label": "Fast tracking"
            },
            {
              "icon": "",
              "label": "Rebaselining"
            }
          ]
        },
        {
          "question": "Adding extra people or resources to a task purely to shorten its duration, accepting a higher cost as the trade-off, is called:",
          "options": [
            {
              "icon": "",
              "label": "Fast tracking"
            },
            {
              "icon": "",
              "label": "Resource leveling"
            },
            {
              "icon": "",
              "label": "Crashing"
            },
            {
              "icon": "",
              "label": "Slack"
            }
          ]
        },
        {
          "question": "A team runs two-week sprints. After three sprints in a row, actual velocity keeps landing well below what was planned. What's the most useful next step?",
          "options": [
            {
              "icon": "",
              "label": "Keep planning to the original estimate and expect the team to catch up eventually"
            },
            {
              "icon": "",
              "label": "Re-baseline the plan using actual velocity"
            },
            {
              "icon": "",
              "label": "Add more people to the next sprint to hit the original target"
            },
            {
              "icon": "",
              "label": "Extend the length of each sprint so more work fits inside it"
            }
          ]
        },
        {
          "question": "The difference between a \"risk\" and an \"issue\" on a project is that:",
          "options": [
            {
              "icon": "",
              "label": "A risk is always negative, while an issue can also be positive"
            },
            {
              "icon": "",
              "label": "A risk is tracked by the sponsor, while an issue is tracked by the team"
            },
            {
              "icon": "",
              "label": "A risk is a potential future event that hasn't happened yet; an issue is something that already has"
            },
            {
              "icon": "",
              "label": "Risk applies only to the budget, while an issue applies only to the schedule"
            }
          ]
        },
        {
          "question": "A risk with low probability but catastrophic impact if it does occur should generally be:",
          "options": [
            {
              "icon": "",
              "label": "Ignored, since it probably won't happen"
            },
            {
              "icon": "",
              "label": "Treated the same as a high-probability, low-impact risk"
            },
            {
              "icon": "",
              "label": "Actively monitored, with a contingency plan ready, even though it is unlikely"
            },
            {
              "icon": "",
              "label": "Removed from the risk register entirely as soon as it has been written down and noted"
            }
          ]
        },
        {
          "question": "\"Risk mitigation\" means:",
          "options": [
            {
              "icon": "",
              "label": "Accepting the risk exactly as it is and consciously choosing to do nothing about it"
            },
            {
              "icon": "",
              "label": "Acting in advance to reduce a risk's probability or impact"
            },
            {
              "icon": "",
              "label": "Fully transferring all responsibility for the risk to a vendor or third party"
            },
            {
              "icon": "",
              "label": "Only reacting to the risk once it becomes an actual issue"
            }
          ]
        },
        {
          "question": "A construction project depends on a single supplier for a critical material, with no backup source identified. This is best described as:",
          "options": [
            {
              "icon": "",
              "label": "Purely a budget risk, and nothing more significant than that"
            },
            {
              "icon": "",
              "label": "An issue rather than a risk, since nothing has gone wrong yet"
            },
            {
              "icon": "",
              "label": "Not worth tracking, since the supplier hasn't shown any signs of trouble"
            },
            {
              "icon": "",
              "label": "A single-point-of-failure risk needing a backup plan"
            }
          ]
        },
        {
          "question": "Who should \"own\" a specific risk on the risk register?",
          "options": [
            {
              "icon": "",
              "label": "The project sponsor by default, regardless of the topic of the risk"
            },
            {
              "icon": "",
              "label": "A named individual accountable for monitoring it and triggering the response"
            },
            {
              "icon": "",
              "label": "Nobody in particular — risk is a shared team responsibility"
            },
            {
              "icon": "",
              "label": "Whoever first raised the risk, permanently, no matter their role"
            }
          ]
        },
        {
          "question": "A risk rated medium-probability, medium-impact at project kickoff should be:",
          "options": [
            {
              "icon": "",
              "label": "Re-assessed periodically as the project moves forward"
            },
            {
              "icon": "",
              "label": "Locked in at that rating for the entire life of the project"
            },
            {
              "icon": "",
              "label": "Removed from the register once the project passes its halfway point"
            },
            {
              "icon": "",
              "label": "Escalated automatically to a high rating after nothing more than a single routine status meeting"
            }
          ]
        },
        {
          "question": "Two stakeholders give the project team conflicting priorities on the same feature. The most effective first step is to:",
          "options": [
            {
              "icon": "",
              "label": "Escalate for a decision to whoever holds the authority to resolve it"
            },
            {
              "icon": "",
              "label": "Build both versions and let the market decide which one survives"
            },
            {
              "icon": "",
              "label": "Default to whichever stakeholder asked first"
            },
            {
              "icon": "",
              "label": "Quietly follow whichever request sounds more senior, without confirming with anyone"
            }
          ]
        },
        {
          "question": "A \"communication plan\" on a project exists mainly to define:",
          "options": [
            {
              "icon": "",
              "label": "The marketing messaging strategy planned for the finished product's public launch"
            },
            {
              "icon": "",
              "label": "The formal reporting structure and org chart used across the whole company"
            },
            {
              "icon": "",
              "label": "Who needs which information, how often, and through which channel"
            },
            {
              "icon": "",
              "label": "The meeting-room booking schedule"
            }
          ]
        },
        {
          "question": "A key stakeholder has gone silent and unresponsive to review requests for two weeks, and a milestone depends on their sign-off. The best next step is to:",
          "options": [
            {
              "icon": "",
              "label": "Escalate directly, naming the blocked milestone and its impact"
            },
            {
              "icon": "",
              "label": "Wait indefinitely until the stakeholder responds on their own"
            },
            {
              "icon": "",
              "label": "Proceed past the milestone without sign-off and inform them afterward"
            },
            {
              "icon": "",
              "label": "Quietly cancel the milestone that depended on them"
            }
          ]
        },
        {
          "question": "When a project sponsor and an end-user group disagree on a requirement's priority, and the sponsor holds budget authority, the project team should:",
          "options": [
            {
              "icon": "",
              "label": "Present both perspectives to the sponsor and let them make the final call"
            },
            {
              "icon": "",
              "label": "Automatically side with the end-users, since they will use the product"
            },
            {
              "icon": "",
              "label": "Split the difference without properly consulting either side"
            },
            {
              "icon": "",
              "label": "Postpone the decision indefinitely to avoid the conflict altogether"
            }
          ]
        },
        {
          "question": "The main risk of failing to identify all key stakeholders early in a project is that:",
          "options": [
            {
              "icon": "",
              "label": "The project will automatically run over budget"
            },
            {
              "icon": "",
              "label": "The team will end up understaffed"
            },
            {
              "icon": "",
              "label": "Someone with real influence surfaces late and forces costly rework"
            },
            {
              "icon": "",
              "label": "The schedule will end up with no critical path at all"
            }
          ]
        },
        {
          "question": "A stakeholder outside the core team asks for a detailed weekly status report that takes hours to prepare, with no clear use for the information. The best approach is to:",
          "options": [
            {
              "icon": "",
              "label": "Ask what decisions they're using the updates for, and tailor the report to that"
            },
            {
              "icon": "",
              "label": "Keep sending the same full detailed report every week regardless of the cost to prepare it"
            },
            {
              "icon": "",
              "label": "Refuse to send any updates to them at all"
            },
            {
              "icon": "",
              "label": "Hand the reporting to the most junior team member without addressing the underlying request"
            }
          ]
        },
        {
          "question": "A project is 50% complete but has already spent 70% of its budget, with no change to scope. What does this most likely signal?",
          "options": [
            {
              "icon": "",
              "label": "Healthy spending, since most costs happen early on nearly every project"
            },
            {
              "icon": "",
              "label": "Nothing to worry about, as long as the deadline is still on track"
            },
            {
              "icon": "",
              "label": "A sign that the original budget was set too high to begin with"
            },
            {
              "icon": "",
              "label": "A cost overrun that needs investigating"
            }
          ]
        },
        {
          "question": "A \"contingency reserve\" in a project budget is meant to cover:",
          "options": [
            {
              "icon": "",
              "label": "General inflation across the whole company's budget"
            },
            {
              "icon": "",
              "label": "Scope changes the client requests later on"
            },
            {
              "icon": "",
              "label": "The project manager's own discretionary spending, untracked"
            },
            {
              "icon": "",
              "label": "Known risks that have already been identified"
            }
          ]
        },
        {
          "question": "A vendor offers to deliver a component faster for a higher price. Whether to accept should primarily depend on:",
          "options": [
            {
              "icon": "",
              "label": "Always accepting the offer, because faster delivery is always better regardless of price"
            },
            {
              "icon": "",
              "label": "Whether the schedule gain is needed and whether the cost fits the budget"
            },
            {
              "icon": "",
              "label": "Always declining the offer, because the original budget is fixed no matter what happens"
            },
            {
              "icon": "",
              "label": "Whichever option the vendor happens to recommend"
            }
          ]
        },
        {
          "question": "Budget variance is best defined as:",
          "options": [
            {
              "icon": "",
              "label": "The total amount of contingency reserve still remaining"
            },
            {
              "icon": "",
              "label": "The difference between what was planned to be spent and what has actually been spent"
            },
            {
              "icon": "",
              "label": "The number of change requests submitted so far"
            },
            {
              "icon": "",
              "label": "The gap between the highest and lowest vendor quotes received"
            }
          ]
        },
        {
          "question": "Halfway through a project, actual costs are tracking close to the budgeted amount, but far fewer deliverables have been completed than planned. What does this indicate?",
          "options": [
            {
              "icon": "",
              "label": "The project is in excellent financial health, with nothing that needs addressing"
            },
            {
              "icon": "",
              "label": "The budget should be increased immediately, regardless of the underlying cause"
            },
            {
              "icon": "",
              "label": "The team is under-spending and can absorb new scope for free"
            },
            {
              "icon": "",
              "label": "The project is behind schedule relative to spend"
            }
          ]
        },
        {
          "question": "When a project is trending over budget, the most useful first step is usually to:",
          "options": [
            {
              "icon": "",
              "label": "Identify which cost categories are actually driving the overrun"
            },
            {
              "icon": "",
              "label": "Immediately cut the team in half"
            },
            {
              "icon": "",
              "label": "Ask the sponsor for more money without any further analysis"
            },
            {
              "icon": "",
              "label": "Freeze all spending across every category equally"
            }
          ]
        }
      ],
      "results": {
        "beginner": {
          "name": "Beginner",
          "desc": "You're just starting to build a working model of how projects actually run — scope, schedule, risk, stakeholders and budget still feel like separate topics rather than one connected system.",
          "recommendation": "Focus on one discipline at a time, starting with scope: learn to recognize a change request before it becomes scope creep."
        },
        "intermediate": {
          "name": "Intermediate",
          "desc": "You handle the day-to-day mechanics of a project competently — you can read a schedule, log a risk, and route a stakeholder request — but the trickier trade-offs between them still take extra thought.",
          "recommendation": "Practice the trade-off questions: when does a faster vendor make sense, when does re-baselining beat pushing the team harder."
        },
        "advanced": {
          "name": "Advanced",
          "desc": "You make sound calls across scope, schedule, risk, stakeholders and budget, and you generally know which lever to pull first when two of them conflict.",
          "recommendation": "Sharpen the edge cases — low-probability/high-impact risk, silent stakeholders, cost-on-track-but-behind-schedule — where the obvious answer is usually wrong."
        },
        "expert": {
          "name": "Expert",
          "desc": "You read project situations the way an experienced PM does: fast, tool-independent, and unbothered by whether the team runs waterfall or agile — the underlying decisions are the same.",
          "recommendation": "Consider mentoring or running project retrospectives — your instincts on trade-offs are already ahead of the textbook answers."
        }
      },
      "retakePrompt": {
        "lastResult": "Your last result: {result}",
        "evolvedHint": "Project judgment sharpens with real project experience — see where you stand now.",
        "retakeButton": "Retake the test"
      },
      "optionOrderVersion": "24bd766649f91087"
    }
  },
  "testNames": {
    "project-management": "Project Management Test"
  }
}