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The Project Management Institute (PMI) created the Certified Associate in Project Management (CAPM) credential for entry-level project managers or individuals seeking to enter the project management profession. CAPM exam is designed to assess the knowledge and understanding of project management terminology, concepts, and practices as outlined in the Project Management Body of Knowledge (PMBOK) by PMI.
NEW QUESTION # 608
Tailoring considerations for project scope management may include:
- A. business needs, product descriptions, project restrictions, and project management plan
- B. issues defining and controlling what is included in the project, verified deliverables, and quality reports
- C. requirements management, stability of requirements, development approach, and validation and control
- D. WBS guidelines, requirements templates, deliverable acceptance forms, and verified deliverables
Answer: C
NEW QUESTION # 609
What should a project manager consider to address the full delivery life cycle for large projects?
- A. A range of techniques utilizing a plan driven approach, adaptive approach or a hybrid ot both
- B. Only techniques of an agile/adaptive approach in large organizations
- C. Splitting larger projects into two or more smaller project is which can be addressed in an adaptive method
- D. Change the role of the project manager to managing pro|ci I in adaptive nuviionin-
Answer: C
NEW QUESTION # 610
A project manager needs to deliver the project 2 weeks before the planned date without changing the scope. Which of the following techniques may be applied to reevaluate the schedule?
- A. Critical chain method
- B. Schedule crashing
- C. Resource leveling
- D. What-if scenario analysis
Answer: B
Explanation:
Explanation/Reference:
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding
resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in
sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.
NEW QUESTION # 611
A project manager needs to request outside support for a statement of work (SOW) that is not precise.
Which kind of contract does the project manager need to create?
- A. Cost plus award fee (CPAF)
- B. Cost plus fixed fee (CPFF)
- C. Time and material (T&M)
- D. Fixed price
Answer: C
NEW QUESTION # 612
An input to the Plan Stakeholder Management process is:
- A. The project charter.
- B. The stakeholder analysis.
- C. A stakeholder register.
- D. A communication management plan.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
13.2 Plan Stakeholder Management
Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project's interests.
Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques
Outputs
Stakeholder management plan
Project documents updates
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.
13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
Identification information. Name, organizational position, location, role in the project, contact
information;
Assessment information. Major requirements, main expectations, potential influence in the project,
phase in the life cycle with the most interest; and
Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change-or new ones identified-throughout the life cycle of the project.
NEW QUESTION # 613
Which of the following is an output of the Conduct Procurements process?
- A. Project statement of work
- B. Selected sellers
- C. Risk register updates
- D. Teaming agreements
Answer: B
Explanation:
Explanation/Reference:
Explanation:
12.2.3.1 Selected Sellers
The selected sellers are those who have been judged to be in a competitive range based upon the outcome of the proposal or bid evaluation, and who have negotiated a draft contract that will become the actual contract when an award is made. Final approval of all complex, high-value, high-risk procurements will generally require organizational senior management approval prior to award.
Process: 12.2 Conduct Procurements
Definition: The process of obtaining seller responses, selecting a seller, and awarding a contract.
Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
Inputs
1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets
Tools & Techniques
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations
Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates
NEW QUESTION # 614
Due to new market conditions a five-year project requires a full revision of project objectives. Which components of the stakeholder engagement plan need to be updated?
- A. Stakeholder expectations for the project
- B. Project scope and stakeholder goals
- C. Engagement level of key stakeholders
- D. Scope and impact of change to stakeholders
Answer: D
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION # 615
A project manager should document the escalation path for unresolved project risks in the:
- A. Communications management plan
- B. Change control plan
- C. Risk log
- D. Stakeholder register
Answer: A
Explanation:
Section: Volume A
Explanation:
10.1.3.1 Communications Management Plan
The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:
Stakeholder communication requirements;
Information to be communicated, including language, format, content, and level of detail;
Reason for the distribution of that information;
Time frame and frequency for the distribution of required information and receipt of acknowledgment or
response, if applicable;
Person responsible for communicating the information;
Person responsible for authorizing release of confidential information;
Person or groups who will receive the information;
Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;
Resources allocated for communication activities, including time and budget;
Escalation process identifying time frames and the management chain (names) for escalation of issues that
cannot be resolved at a lower staff level;
Method for updating and refining the communications management plan as the project progresses and
develops;
Glossary of common terminology;
Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of
reports, and meeting plans, etc.; and
Communication constraints usually derived from a specific legislation or regulation, technology, and
organizational policies, etc.
The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project
NEW QUESTION # 616
A sponsor asks a project manager to provide a project's expected total costs based on its progress. What formula should the project manager use to determine this?
- A. EV - planned value (PV)
- B. Budget at completion (BAC) / cost performance index (CPI)
- C. Estimate at completion (EAC) - AC
- D. Eamed value (EV) / actual cost (AC)
Answer: C
NEW QUESTION # 617
Which conflict resolution technique is based on bringing some degree of satisfaction to all parties?
- A. Compromise/Reconcile
- B. Collaborate/Problem Solve
- C. Smooth/Accommodate
- D. Withdraw/Avoid
Answer: A
Explanation:
Explanation/Reference:
Reference: http://projectmanagementhacks.com/conflict-management-techniques-pmbok/
NEW QUESTION # 618
The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:
- A. response
- B. appetite
- C. management
- D. tolerance
Answer: B
Explanation:
Explanation/Reference:
Explanation:
11 PROJECT RISK MANAGEMENT
[..]
Organizations perceive risk as the effect of uncertainty on projects and organizational objectives.
Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:
Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.
Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual will
withstand.
Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which a
stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk.
Above that risk threshold, the organization will not tolerate the risk.
For example, an organization's risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response.
Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.
NEW QUESTION # 619
Quality metrics are an output of which process?
- A. Perform Quality Control
- B. Plan Quality Management
- C. Perform Quality Assurance
- D. Perform Qualitative Risk Analysis
Answer: B
Explanation:
Explanation/Reference:
Explanation:
8.1.3.3 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will measure it. A measurement is an actual value. The tolerance defines the allowable variations to the metric. For example, if the quality objective is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable. Quality metrics are used in the perform quality assurance and control quality processes. Some examples of quality metrics include on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage.
Process: 8.1 Plan Quality Management
Definition: The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.
Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic quality tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings
Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates
NEW QUESTION # 620
Plan-do-check-act is also known as:
- A. statistical sampling.
- B. prevention over inspection.
- C. management responsibility.
- D. continuous improvement.
Answer: D
Explanation:
Section: Volume E
NEW QUESTION # 621
Through whom do project managers accomplish work?
- A. Project team members and stakeholders
- B. Consultants and stakeholders
- C. Stakeholders and functional managers
- D. Project team members and consultants
Answer: A
NEW QUESTION # 622
Which schedule compression technique has phases or activities done in parallel that would normally have been done sequentially?
- A. Parallel task development
- B. Fast tracking
- C. Crashing
- D. Leads and lags adjustment
Answer: B
Explanation:
Section: Volume C
Explanation/Reference:
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding
resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in sequence
are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.
NEW QUESTION # 623
The project manager is working in an agile/adaptive environment. The project manager is considering different approaches for applying Project Integration Management in this environment.
How can the project manager ensure that this will work for the project?
- A. Delegate project decisions to the product owner and sponsor
- B. Build a team that can respond to changes within a collaborative, decision-making environment
- C. Promote a team with a narrow specialization within a hierarchical environment
- D. Take control of all decisions and product planning
Answer: B
NEW QUESTION # 624
High-level project risks are included in which document?
- A. Project charter
- B. Business case
- C. Risk breakdown structure
- D. Risk register
Answer: A
Explanation:
Explanation/Reference:
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high-level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule,
Summary budget,
Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is
successful, and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter
NEW QUESTION # 625
Which document can help a project manager to leverage historical project information?
- A. Work performance data
- B. Lessons learned register
- C. Deliverable acceptance forms
- D. Schedule baseline
Answer: A
Explanation:
Section: Volume E
Explanation/Reference: https://www.workbreakdownstructure.com/work-breakdown-structure-according-to-pmbok.php
NEW QUESTION # 626
In an interactive communication model, how is the sender ensured that the message was understood by the receiver?
- A. The receiver decodes the message
- B. The receiver responds to the message with feedback.
- C. The receiver acknowledges their receipt of the message
- D. The receiver transmits the message
Answer: B
NEW QUESTION # 627
What is Project Portfolio Management?
- A. Management of all projects undertaken by a company.
- B. Management of a project by dividing the project into more manageable sub- projects.
- C. Management of a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.
- D. Management of a project by utilizing a portfolio of general management skills, such as planning, organizing, staffing, executing and controlling.
Answer: C
NEW QUESTION # 628
Which process is usually a rapid and cost-effective means of establishing priorities for Plan Risk Responses?
- A. Perform Quantitative Risk Analysis
- B. Identify Risks
- C. Perform Qualitative Risk Analysis
- D. Plan Risk Management
Answer: C
Explanation:
Section: Volume B
Explanation:
Perform Qualitative Risk Analysis assesses the priority of identified risks using their relative probability or likelihood of occurrence, the corresponding impact on project objectives if the risks occur, as well as other factors such as the time frame for response and the organization's risk tolerance associated with the project constraints of cost, schedule, scope, and quality. Such assessments reflect the risk attitude of the project team and other stakeholders. Effective assessment therefore requires explicit identification and management of the risk approaches of key participants in the Perform Qualitative Risk Analysis process. Where these risk approaches introduce bias into the assessment of identified risks, attention should be paid to identifying bias and correcting for it.
Establishing definitions of the levels of probability and impact can reduce the influence of bias. The time criticality of risk-related actions may magnify the importance of a risk. An evaluation of the quality of the available information on project risks also helps to clarify the assessment of the risk's importance to the project.
Perform Qualitative Risk Analysis is usually a rapid and cost-effective means of establishing priorities for Plan Risk Responses and lays the foundation for Perform Quantitative Risk Analysis, if required.
The Perform Qualitative Risk Analysis process is performed regularly throughout the project life cycle, as defined in the project's risk management plan. This process can lead into Perform Quantitative Risk Analysis (Section 11.4) or directly into Plan Risk Responses (Section 11.5).
Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Project documents updates
NEW QUESTION # 629
Based on the following metrics: EV= $20,000, AC= $22,000, and PV= $28,000, what is the project CV?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: D
NEW QUESTION # 630
......
The CAPM certification provides a recognized credential to individuals who are starting their careers or transitioning into project management, providing them with the skills and knowledge required to manage projects successfully. Certified Associate in Project Management (CAPM) certification is also a stepping stone for those who aspire to become a PMP (Project Management Professional), which is the next level of certification offered by PMI. The CAPM certification not only enhances the individual's career prospects but also validates their project management skills, which are essential for any professional involved in a project management role.
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