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PMI CAPM Exam is designed to assess an individual’s knowledge and understanding of the five process groups and ten knowledge areas that are outlined in the PMBOK (Project Management Body of Knowledge) Guide. The five process groups include initiating, planning, executing, monitoring and controlling, and closing. The ten knowledge areas include integration, scope, time, cost, quality, resource, communication, risk, procurement, and stakeholder management. CAPM exam consists of 150 multiple-choice questions and must be completed within three hours.
NEW QUESTION # 539
Activity cost estimates are quantitative assessments of the probable costs required to:
- A. complete project work.
- B. Create WBS.
- C. calculate costs.
- D. Develop Project Management Plan.
Answer: A
NEW QUESTION # 540
Which of the following is an example of tacit knowledge?
- A. Project requirements
- B. Expert judgment
- C. Make-or-buy analysis
- D. Risk register
Answer: B
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/library/uncovering-tacit-knowledge-projects-7378
NEW QUESTION # 541
Soft logic is also known as what type of dependency?
- A. Internal
- B. External
- C. Discretionary
- D. Mandatory
Answer: C
Explanation:
Section: Volume E
Explanation
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
5. Expert judgment
6. Facilitation techniques
Outputs
7. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),
Schedule baseline (Section 6.6.3.1), and
Cost baseline (Section 7.3.3.1).
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),
Requirements management plan (Section 5.1.3.2),
Schedule management plan (Section 6.1.3.1),
Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1),
Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1),
Communications management plan (Section 10.1.3.1),
Risk management plan (Section 11.1.3.1),
Procurement management plan (Section 12.1.3.1), and
Stakeholder management plan (Section 13.2.3.1).
Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;
Details of the tailoring decisions specified by the project management team as follows:
○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;
Change management plan that documents how changes will be monitored and controlled;
Configuration management plan that documents how Configuration management will be performed;
Description of how the integrity of the project baselines will be maintained;
Requirements and techniques for communication among stakeholders; and
Key management reviews for content, the extent of, and timing to address, open issues and pending
decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.
modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-
project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities
and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
NEW QUESTION # 542
In Project Cost Management, which input is exclusive to the Determine Budget process?
- A. Project schedule
- B. Resource calendars
- C. Organizational process assets
- D. Scope baseline
Answer: B
Explanation:
Explanation/Reference:
Explanation:
7.3.1.6 Resource Calendars
Described in Sections 9.2.3.2 and 12.2.3.3. Resource calendars provide information on which resources are assigned to the project and when they are assigned. This information can be used to indicate resource costs over the duration of the project.
9.2.3.2 Resource Calendars
Resource calendars document the time periods that each project team member is available to work on the project.
Creating a reliable schedule (Section 6.6.3.1) depends on having a good understanding of each person's availability and schedule constraints, including time zones, work hours, vacation time, local holidays, and commitments to other projects.
12.2.3.3 Resource Calendars
The quantity and availability of contracted resources and those dates on which each specific resource or resource group can be active or idle are documented.
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
NEW QUESTION # 543
Which project document is updated in the Control Stakeholder Engagement process?
- A. Issue log
- B. Work performance information
- C. Lessons learned documentation
- D. Project reports
Answer: A
NEW QUESTION # 544
Projects are authorized by which of the following individuals?
- A. Sponsors
- B. Project managers
- C. Stakeholders
- D. Functional managers
Answer: A
NEW QUESTION # 545
The process of confirming human resource availability and obtaining the team necessary to complete project activities is known as:
- A. Develop Project Team.
- B. Plan Human Resource Management.
- C. Acquire Project Team.
- D. Manage Project Team.
Answer: C
Explanation:
Section: Volume A
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates
NEW QUESTION # 546
Which process uses occurrence probability and impact on project objectives to assess the priority of identified risks?
- A. Identify Risks
- B. Plan Risk Management
- C. Perform Quantitative Risk Analysis
- D. Perform Qualitative Risk Analysis
Answer: D
Explanation:
Explanation/Reference:
Explanation:
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 # 547
Which cost is associated with nonconformance?
- A. Inspections
- B. Liabilities
- C. Equipment
- D. Training
Answer: B
Explanation:
Section: Volume A
NEW QUESTION # 548
Which process involves monitoring the status of the project to update the project costs and managing changes to the cost baseline?
- A. Plan Cost Management
- B. Estimate Costs
- C. Determine Budget
- D. Control Costs
Answer: D
Explanation:
Section: Volume A
Explanation:
7.3.3.1 Cost Baseline
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.
7.4 Control Costs
Definition: The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Project management plan
2. Project funding requirements
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Earned value management
2. Forecasting
3. To-complete performance index (TCPI)
4. Performance reviews
5. Project management software
6. Reserve analysis
Outputs
1. Work performance information
2. Cost forecasts
3. Change requests
4. Project management plan updates
5. Project documents updates
6. Organizational process assets updates
NEW QUESTION # 549
A project manager should document the escalation path for unresolved project risks in the:
- A. Stakeholder register
- B. Communications management plan
- C. Risk log
- D. Change control plan
Answer: B
NEW QUESTION # 550
The following is a network diagram for a project.
The critical path for the project is how many days in duration?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: A
NEW QUESTION # 551
The project manager is creating the communications management plan.
Which group of inputs is required to begin?
- A. Project charter, project management plan, and project documents
- B. Work performance reports, change requests, and risk register
- C. Work performance data, stakeholder register, and team management plan
- D. Work performance data, project documents, and stakeholder engagement plan
Answer: A
NEW QUESTION # 552
A project team member agrees to change a project deliverable after a conversation with an external stakeholder. It is later discovered that the change has had an adverse effect on another deliverable. This could have been avoided if the project team had implemented:
- A. A stakeholder management plan.
- B. Integrated change control.
- C. Project team building.
- D. Quality assurance.
Answer: B
NEW QUESTION # 553
Which of the following is an input to Direct and Manage Project Execution?
- A. Outputs from planning processes
- B. Project charter
- C. Enterprise environmental factors
- D. Performance reports
Answer: C
NEW QUESTION # 554
To please the customer, a project team member delivers a requirement which is uncontrolled.
This is not part of the plan. This describes:
- A. scope creep.
- B. deliverables.
- C. a change request.
- D. work performance information.
Answer: A
NEW QUESTION # 555
How can a project manager represent a contingency reserve in the schedule?
- A. Additional weeks of work to account for unknown-unknowns risks
- B. Additional duration estimates in response to identified risks that have been accepted
- C. Task duration estimates of the best case scenarios
- D. Milestones representing the completion of deliverables
Answer: A
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/library/model-risk-contingency-reserve-9310
NEW QUESTION # 556
A work package has been scheduled to cost $1,000 to complete and was to be finished today. As of today, the actual expenditure is $1,200 and approximately half of the work has been completed. What is the cost variance?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: B
Explanation:
Section: Volume C
NEW QUESTION # 557
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The CAPM certification is ideal for individuals who have little to no experience in project management, and it can be a great way for them to gain an understanding of the fundamentals of project management. Certified Associate in Project Management (CAPM) certification covers topics such as project management processes, project scope management, project time management, project cost management, project quality management, project resource management, project communication management, project risk management, and project stakeholder management.
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