A formal review is a type of review that follows a defined process with formal entry and exit criteria and roles and responsibilities for participants. A formal review can have various roles involved, such as manager, moderator, author, reviewer and scribe. The manager responsibilities in formal review include all except one of the following:
Planning the review (correct responsibility)
Determines if the review objectives have been met (incorrect responsibility) Decide on the execution of reviews (correct responsibility) Allocate time for review (correct responsibility) The responsibility of determining if the review objectives have been met belongs to the moderator role, not to the manager role. Verified Reference: [A Study Guide to the ISTQB Foundation Level 2018 Syllabus - Springer], Chapter 3, page 28-29.

An incident is any event that occurs during testing that requires investigation. An incident report is a document that records the details of an incident. The next step the tester should take prior to recording the deviation is to try to recreate the incident before reporting. This can help confirm that the incident is reproducible and not caused by a random or external factor. This can also help gather more information about the incident, such as the steps to reproduce it, the expected and actual results, the severity and priority of the incident, or any screenshots or logs that can illustrate the incident. Trying to identify the code fragment causing the problem is not the next step the tester should take prior to recording the deviation, as this is a debugging activity that is usually performed by developers after receiving the incident report. Sending an email to the developer and not reporting the bug is not the next step the tester should take prior to recording the deviation, as this is an informal and unstructured way of communicating incidents that can lead to confusion, inconsistency or loss of information. Reporting the incident as is without any further action is not the next step the tester should take prior to recording the deviation, as this can result in incomplete or inaccurate incident reports that can hamper the investigation and resolution of incidents. Verified Reference: A Study Guide to the ISTQB Foundation Level 2018 Syllabus - Springer, Chapter 3, page 32-33.

The most important task of a typical test leader is to coordinate the test strategy with project managers. The test strategy is a high-level document that defines the general approach and objectives of testing for a project or an organization. The test leader is responsible for defining, documenting, communicating, and implementing the test strategy in alignment with the project goals and constraints. The test leader also needs to coordinate with project managers and other stakeholders to ensure that the test strategy is feasible, effective, and efficient. The other options are not the most important tasks of a typical test leader. To automate tests is a task of a test automation engineer or a test automation specialist. To prepare and acquire test data is a task of a test analyst or a test engineer. To set up the test environment is a task of a test environment manager or a test environment specialist. Verified Reference: A Study Guide to the ISTQB Foundation Level 2018 Syllabus - Springer, page 13.

Experience based techniques (EBT) are techniques that use the knowledge, intuition and skills of the test engineers to design and execute tests. EBT use tests derived from the test engineers' previous experience with similar technologies, domains, applications or systems. EBT are not based on the ability of the test engineer to implement various testing techniques, but rather on their personal judgment and creativity. EBT are not done as a second stage of testing, after non-experience-based testing took place, but rather as a complementary or alternative approach to other techniques. EBT require broad and deep knowledge in both testing and the application or technological domain, as this can help the test engineer identify potential risks, scenarios or defects. Verified Reference: [A Study Guide to the ISTQB Foundation Level 2018 Syllabus - Springer], Chapter 5, page 48-49.

Risk management is a process that identifies, analyzes, evaluates and mitigates risks in a software project. Risks are factors that may negatively affect the quality, schedule, budget or scope of a software project. The main goals of risk management in a software project are to reduce the probability of undesired situations and to reduce the effect of potential impact. This can be achieved by applying various strategies, such as avoidance, transfer, reduction or acceptance. Risk management does not aim to increase the success probability for the project regardless of costs, as this may not be feasible or realistic. Risk management does not aim to increase focus on preventative processes and to increase satisfaction for the testers, as these are secondary or indirect outcomes. Risk management does not aim to control contractual problems and minimize the impacts of company policies, as these are specific types of risks that may not apply to all projects. Verified Reference: A Study Guide to the ISTQB Foundation Level 2018 Syllabus - Springer, Chapter 2, page 14-15.