Configuration and Knowledge Management

Question 1 · 5.1

A legal operations manager sets up a Project for contract reviews. She writes a detailed description explaining that the team handles only UK contracts and that US precedents must never be cited, then adds the contract templates as knowledge.

What is the most important problem with this setup?

• AThe templates should have been uploaded to individual chats instead.
• BClaude cannot read the project description, so the UK-only rule has no effect.
• CThe Project should be private rather than shared with the team.
• DContract review is too sensitive a use for a Project.

Question 2 · 5.1

An HR team’s Project contains 60 documents, including the current handbook, the two previous versions, and several drafts. Answers about leave entitlements have started to contradict each other between chats.

What is the best first action?

• AAdd an instruction telling Claude to always use the newest document.
• BMove the handbooks out of knowledge and paste the relevant section into each chat.
• CRemove the superseded versions and drafts, keeping one current handbook.
• DSplit the Project into one Project per document.

Question 3 · 5.1

A finance team’s Project has grown to several hundred pages of policy and procedure on a Team plan. Claude has started visibly searching the project knowledge before answering, which the team had not seen before.

What does this indicate? (Select 2.)

• ARetrieval-augmented generation has activated because the knowledge approaches the context limit.
• BClear, descriptive filenames and naming the document in a question now help more.
• CThe team has exceeded the maximum number of files allowed in a Project.
• DThe Project must be split before Claude can answer reliably.
• EProject knowledge is no longer used and Claude is searching the web.
• FThe team must manually enable RAG in the Project settings.

Question 4 · 5.1

A procurement analyst wants a Project to answer supplier questions from a 300-page supplier manual PDF whose key terms are in tables and charts, plus a spreadsheet of current rates that changes weekly.

Which setup best fits the material?

• APut both in project knowledge and rely on Claude to read them as they are.
• BKeep the manual in knowledge, add the key tables in a readable form, and read the rates live via a connector.
• CUpload both files into each chat as needed rather than using a Project.
• DSplit the manual into 30 ten-page PDFs so all visual elements are read.

Question 5 · 5.2

A sales team keeps its price list in project knowledge, re-uploading it whenever someone remembers. A rep quotes a price that changed three weeks ago; the answer cited the uploaded file and sounded entirely confident.

What is the best correction?

• AAdd an instruction telling Claude to warn when information might be outdated.
• BRe-upload the price list every Monday as a standing task.
• CRead the price list through a connector so Claude sees the current version.
• DMove the price list from project knowledge into each chat as an upload.

Question 6 · 5.2

An analyst adds a 350-page technical PDF to a Project. Much of the important information is in charts. Claude answers questions about the document fluently, but two figures it gives cannot be found anywhere in the text.

What is the most likely explanation?

• AThe file exceeded the 30MB project limit and was only partly uploaded.
• BPDFs over 100 pages are processed as text only, so the charts were not analysed.
• CProject knowledge cannot hold PDFs, only text files.
• DThe analyst needs to enable code execution to read PDFs.

Question 7 · 5.2

A team on an Enterprise plan wants to use the Google Drive connector to pull current policy documents into their Project. One member connects successfully; three others see no Drive option at all.

Which TWO explanations should be checked first? (Select 2.)

• AAn owner has enabled connectors for some users or groups but not all.
• BThe three colleagues have not completed the authentication step for the connector.
• CThe Drive folder is too large for the connector to index.
• DThe documents are in a format Claude cannot read.
• EProject knowledge must be emptied before a connector can be used.
• FClaude cannot use Drive and Gmail at the same time.

Question 8 · 5.2

An HR manager asks whether connecting her Gmail will let Claude analyse the CVs candidates have sent as attachments over the past year.

What is the accurate answer?

• AYes, the connector reads mail messages and their attachments together.
• BYes, provided the whole mailbox is under 500MB in total size.
• CNo — Gmail exposes metadata, not attachment contents; the CVs need another route.
• DNo, because connectors may never be used with personal data of any kind.

Question 9 · 5.3

An Enterprise owner at a healthcare company wants one rule enforced everywhere: staff must never paste patient identifiers into Claude, and Claude should remind them if they appear to be doing so.

Where does this rule belong?

• AIn the project instructions of each clinical Project.
• BIn organisation instructions, which apply to every conversation.
• CIn each employee’s Instructions for Claude.
• DIn a skill that staff invoke when handling patient data.

Question 10 · 5.3

A marketing manager adds to her Instructions for Claude: “Be creative and engaging, and make our copy stand out.” Three weeks later her outputs are no different from before.

What is the most likely reason?

• AThe instruction describes qualities rather than observable actions.
• BAccount-level instructions only apply outside Projects.
• CThe instruction was too short to have an effect.
• DOrganisation instructions must be overriding hers.

Question 11 · 5.3

A Team plan owner has set organisation instructions requiring UK English and a formal register in client-facing writing. A consultant prefers concise American-style notes and sets that in his own Instructions for Claude.

Which TWO statements are accurate? (Select 2.)

• AWhere the two conflict, the organisation instructions take precedence.
• BHis personal instructions still apply to matters the organisation’s do not address.
• CHis personal instructions are ignored entirely once organisation instructions exist.
• DHe can override the organisation setting for his own account.
• EThe conflict is resolved by whichever was saved most recently.
• FProject instructions cannot coexist with organisation instructions.

Question 12 · 5.3

An owner updates the organisation instructions to change how a product is named. A colleague tests it two minutes later in a new chat and sees the old naming, and reports the feature as broken.

What is the best explanation to give?

• AOrganisation instructions apply only to newly created Projects.
• BThe instruction probably exceeded the 3,000-character limit and was rejected.
• CChanges can take up to an hour to propagate, so the test was too early.
• DEach user must accept new organisation instructions before they take effect.

Question 13 · 5.4

A shared Project used by a sales team contains the current commission plan and the two previous years’ plans, kept “for reference”. Reps have started getting inconsistent answers about accelerators.

What is the best fix?

• AAdd an instruction telling Claude to use only the most recent plan.
• BRemove the superseded plans from the Project and keep an archive elsewhere.
• CAsk reps to name the current plan in every question.
• DCreate a separate Project for each year’s plan.

Question 14 · 5.4

Claude keeps referring to a colleague’s previous job title in drafts, months after her promotion. She wants it to stop.

Which TWO actions are appropriate? (Select 2.)

• AOpen Settings, find that topic under Memory, and edit or delete it.
• BTell Claude in a conversation to forget the old title and remember the new one.
• CReset memory so everything starts fresh.
• DPause memory so the old title is no longer used.
• EUse incognito chats from now on.
• FAdd the new title to every prompt.

Question 15 · 5.4

An operations lead updates the instructions in a Project that eleven colleagues use daily, tightening the required format for handover notes. She makes the change on a Friday afternoon.

What else should she do?

• ANothing further; the instructions take effect automatically.
• BRevert the change until the next team meeting.
• CTell the team what changed and when, and record it in a dated note.
• DAsk each colleague to confirm they agree with the new format.

Question 16 · 5.4

An owner updates organisation instructions to reflect a new escalation rule and immediately posts in the company channel asking everyone to test it. Several people reply that nothing has changed.

What is the most likely explanation?

• AIndividual users must accept new organisation instructions before they apply.
• BThe rule conflicts with users’ personal instructions, which take precedence.
• COrganisation instructions apply only inside Projects.
• DChanges can take up to an hour to propagate across Claude products.