CAPM - GRATIS EXAM · 8/1/2018 · Exam A QUESTION 1 The ways in which the roles and...

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CAPM.pmi

Number: CAPMPassing Score: 800Time Limit: 120 min


Sections1. Volume A2. Volume B3. Volume C4. Volume D5. Volume E


Exam A

QUESTION 1The ways in which the roles and responsibilities, reporting relationships, and staffing management will be addressed and structured within a project is described inthe:


A. Human resource management plan.

B. Activity resource requirements.

C. Personnel assessment tools,

D. Multi-criteria decision analysis.

Correct Answer: ASection: Volume AExplanation

Explanation/Reference:Explanation:9.1.3.1 Human Resource Management PlanThe human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed,managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project ManagementPlan process.

Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing managementplan.Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management planincluding the timetable for staff acquisition and release.

Inputs1. Project management plan2. Activity resource requirements3. Enterprise environmental factors4. Organizational process assets


Tools & Techniques1. Organization charts and position descriptions2. Networking3. Organizational theory4. Expert judgment5. Meetings Outputs1. Human resource management plan

QUESTION 2The process of identifying and documenting relationships among the project activities is known as:

A. Control Schedule.

B. Sequence Activities.

C. Define Activities.

D. Develop Schedule.

Correct Answer: BSection: Volume AExplanation

Explanation/Reference:Explanation:Process: 6.3 Sequence ActivitiesDefinition: The process of identifying and documenting relationships among the project activities.Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.Inputs1. Schedule management plan2. Activity list3. Activity attributes4. Milestone list5. Project scope statement6. Enterprise environmental factors7. Organizational process assets Tools & Techniques1. Precedence diagramming method (PDM)2. Dependency determination3. Leads and lags


Outputs1. Project schedule network diagrams2. Project documents updates

QUESTION 3Conditions that are not under the control of the project team that influence, direct, or constrain a project are called:

A. Enterprise environmental factors

B. Work performance reports

C. Organizational process assets

D. Context diagrams


Explanation/Reference:Explanation: 2.1.5 Enterprise Environmental FactorsEnterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterpriseenvironmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive ornegative influence on the outcome.Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include, but are not limited to:

Organizational culture, structure, and governance;Geographic distribution of facilities and resources;Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards);Infrastructure (e.g., existing facilities and capital equipment);Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing);Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time

tracking);Company work authorization systems;Marketplace conditions;Stakeholder risk tolerances;Political climate;Organization’s established communications channels;Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); andProject management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, andProject management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information

collection and distribution system, or web interfaces to other online automated systems).

QUESTION 4


The organization's perceived balance between risk taking and risk avoidance is reflected in the risk:

A. Responses

B. Appetite

C. Tolerance

D. Attitude


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 varyingdegrees 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 arebroadly 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 whichpoint 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 balancewith 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 generateenhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.

QUESTION 5An output of the Manage Stakeholder Engagement process is:

A. change requests

B. enterprise environmental factors

C. the stakeholder management plan

D. the change log



Explanation/Reference:Explanation:13.3 Manage Stakeholder EngagementDefinition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriatestakeholder engagement in project activities throughout the project life cycle.Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantlyincreasing the chances to achieve project success.

Inputs1. Stakeholder management plan2. Communications management plan3. Change log4. Organizational process assets Tools & Techniques1. Communication methods2. Interpersonal skills3. Management skills

Outputs1. Issue log2. Change requests3. Project management plan updates4. Project documents updates5. Organizational process assets updates

QUESTION 6Which process numerically analyzes the effect of identified risks on overall project objectives?

A. Plan Risk Management

B. Plan Risk Responses

C. Perform Quantitative Risk Analysis

D. Perform Qualitative Risk Analysis

Correct Answer: CSection: Volume AExplanation

Explanation/Reference:Explanation:


Process: 11.4 Perform Quantitative Risk AnalysisDefinition: The process of numerically analyzing the effect of identified risks on overall project objectives.Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.

Inputs1. Risk management plan2. Cost management plan3. Schedule management plan4. Risk register5. Enterprise environmental factors6. Organizational process assets Tools & Techniques1. Data gathering and representation techniques2. Quantitative risk analysis and modeling techniques3. Expert judgment Outputs1. Project documents updates

QUESTION 7An input to the Plan Procurement Management process is:

A. Source selection criteria.

B. Market research.

C. A stakeholder register.

D. A records management system.


Explanation/Reference:Explanation:5.2.1.5 Stakeholder RegisterDescribed in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder registeralso captures major requirements and main expectations stakeholders may have for the project.

13.1.3.1 Stakeholder RegisterThe main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but notlimited 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; andStakeholder 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 theproject.

Process: 12.1 Plan Procurement ManagementDefinition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much isneeded, and when to acquire it.

Inputs1. Project management plan2. Requirements documentation3. Risk register4. Activity resource requirements5. Project schedule6. Activity cost estimates7. Stakeholder register8. Enterprise environmental factors9. Organizational process assets Tools & Techniques1. Make-or-buy analysis2. Expert judgment3. Market research4. Meetings Outputs1. Procurement management plan2. Procurement statement of work3. Procurement documents4. Source selection criteria5. Make-or-buy decisions6. Change requests7. Project documents updates

QUESTION 8Reserve analysis is a tool and technique used in which process?

A. Plan Risk Management


B. Plan Risk Responses

C. Identify Risks

D. Control Risks

Correct Answer: DSection: Volume AExplanation

Explanation/Reference:Explanation:11.6.2.5 Reserve AnalysisThroughout execution of the project, some risks may occur with positive or negative impacts on budget or schedule contingency reserves. Reserve analysiscompares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project in order to determine if the remaining reserveis adequate.

Process: 11.6 Control RisksDefinition: The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk processeffectiveness throughout the project.Key Benefit: The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize riskresponses.

Inputs1. Project management plan2. Risk register3. Work performance data4. Work performance reports Tools & Techniques1. Risk reassessment2. Risk audits3. Variance and trend analysis4. Technical performance measurement5. Reserve analysis6. Meetings Outputs1. Work performance information2. Change requests3. Project management plan updates4. Project documents updates


5. Organizational process assets updates

6.5.2.6 Reserve AnalysisDuration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for scheduleuncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for whichcontingent or mitigation responses are developed. Contingency reserves are associated with the “known-unknowns,” which may be estimated to account for thisunknown amount of rework. As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearlyidentified in schedule documentation.[..]Estimates may also be produced for the amount of management reserve of time for the project. Management reserves are a specified amount of the projectduration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended toaddress the “unknown-unknowns” that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project durationrequirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.

QUESTION 9Updates to organizational process assets such as procurement files, deliverable acceptances, and lessons learned documentation are typical outputs of whichprocess?

A. Close Project or Phase

B. Conduct Procurements

C. Control Procurements

D. Close Procurements


Explanation/Reference:Explanation:12.4.3.2 Organizational Process Assets UpdatesElements of the organizational process assets that may be updated include, but are not limited to:

Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project fles.Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close

Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconformingdeliverables are usually defined in the agreement.

Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for theproject fle to improve future procurements.

Process: 12.4 Close Procurements


Definition: The process of completing each project procurement.Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.

Inputs1. Project management plan2. Procurement documents Tools & Techniques1. Procurement audits2. Procurement negotiations3. Records management system Outputs1. Closed procurements2. Organizational process assets updates

QUESTION 10The basis of identification for current or potential problems to support later claims or new procurements is provided by:

A. A risk urgency assessment.

B. The scope baseline.

C. Work performance information.

D. Procurement audits.


Explanation/Reference:Explanation:4.4.1.5 Work Performance InformationWork performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationshipsacross areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making processas it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for projectdecisions.Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementationstatus for change requests, and forecasted estimates to complete.

QUESTION 11Which Collect Requirements output links the product requirements to the deliverables that satisfy them?



A. Requirements documentation

B. Requirements traceability matrix

C. Project management plan updates

D. Project documents updates


Explanation/Reference:Explanation:5.2.3.2 Requirements Traceability MatrixThe requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementationof a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides ameans to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at theend of the project. Finally, it provides a structure for managing changes to the product scope.Tracing includes, but is not limited to, tracing requirements for the following:

Business needs, opportunities, goals, and objectives;Project objectives;Project scope/WBS deliverables;Product design;Product development;Test strategy and test scenarios; andHigh-level requirements to more detailed requirements.

Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about therequirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale forinclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additionalattributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.

Process: 5.2 Collect Requirements


Definition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.Inputs1. Scope management plan2. Requirements management plan3. Stakeholder management plan4. Project charter5. Stakeholder register Tools & Techniques1. Interviews2. Focus groups3. Facilitated workshops4. Group creativity techniques5. Group decision-making techniques6. Questionnaires and surveys7. Observations8. Prototypes9. Benchmarking10.Context diagrams11.Document analysis Outputs1. Requirements documentation2. Requirements traceability matrix

QUESTION 12Units of measure, level of precision, level of accuracy, control thresholds, and rules of performance measurement are examples of items that are established in the:

A. Cost management plan.

B. Work performance information.

C. Quality management plan.

D. Work breakdown structure.


Explanation/Reference:


QUESTION 13Which type of dependency is established based on knowledge of best practices within a particular application area or some unusual aspect of the project in which aspecific sequence is desired, even though there may be other acceptable sequences?

A. External

B. Internal

C. Mandatory

D. Discretionary


Explanation/Reference:Explanation:6.3.2.2 Dependency DeterminationDependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has fourattributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary externaldependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatorydependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation hasbeen 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 teamdetermines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigningschedule constraints in the scheduling tool.

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionarydependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specificsequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can createarbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewedand considered for 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 usuallyoutside 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, orgovernmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determineswhich 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 whichdependencies are internal during the process of sequencing the activities.


QUESTION 14Sensitivity analysis is typically displayed as a/an:

A. Decision tree diagram.

B. Tornado diagram.

C. Pareto diagram.

D. Ishikawa diagram.


Explanation/Reference:Explanation:11.4.2.2 Quantitative Risk Analysis and Modeling Techniques • Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential impact on the project. It helps to understand how the variations inproject’s objectives correlate with variations in different uncertainties. Conversely, it examines the extent to which the uncertainty of each project element affects theobjective being studied when all other uncertain elements are held at their baseline values. One typical display of sensitivity analysis is the tornado diagram (Figure11-15), which is useful for comparing relative importance and impact of variables that have a high degree of uncertainty to those that are more stable. The Tornadodiagram is also helpful in analyzing risk-taking scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater thancorresponding identified negative impacts. A tornado diagram is a special type of bar chart usedin sensitivity analysis for comparing the relative importance of the variables. In a tornado diagram, the Y-axis contains each type of uncertainty at base values, andthe X-axis contains the spread or correlation of the uncertainty to the studied output. In this fgure, each uncertainty contains a horizontal bar and is ordered verticallyto show uncertainties with a decreasing spread from the base values.

QUESTION 15The Monitoring and Controlling Process Group includes processes that:

A. Establish the scope, objectives, and course of action of a project.

B. Define a new project or a new phase of an existing project.

C. Track, review, and regulate the progress and performance of a project.

D. Complete the work defined in the project management plan.




QUESTION 16Which Control Quality tool is also known as an arrow diagram?

A. Matrix diagram

B. Affinity diagram

C. Tree diagram

D. Activity network diagram


Explanation/Reference:Explanation:8.2.2.1 Quality Management and Control ToolsThe Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management andControl Quality processes. In addition, other tools that are available include (see also Figure 8-10):

Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organizedpatterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to thedecomposition of scope.

Process decision program charts (PDPC). Used to understand a goal in relation to the steps for getting to the goal. The PDPC is useful as a method forcontingency planning because it aids teams in anticipating intermediate steps that could derail achievement of the goal.

Interrelationship digraphs. An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderatelycomplex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated inother tools such as the affinity diagram, the tree diagram, or the fshbone diagram.

Tree diagrams. Also known as systematic diagrams and may be used to represent decomposition hierarchies such as the WBS, RBS (risk breakdown structure),and OBS (organizational breakdown structure). In project management, tree diagrams are useful in visualizing the parent-to-child relationships in anydecomposition hierarchy that uses a systematic set of rules that define a nesting relationship. Tree diagrams can be depicted horizontally (such as a risk breakdownstructure) or vertically (such as a team

hierarchy or OBS). Because tree diagrams permit the creation of nested branches that terminate into a single decision point, they are useful as decision trees forestablishing an expected value for a limited number of dependent relationships that have been diagramed systematically.

Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized andweighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.

Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity onNode) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique(PERT), critical path method (CPM), and precedence diagramming method (PDM).

Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrixdiagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

QUESTION 17


A project manager builds consensus and overcomes obstacles by employing which communication technique?

A. Listening

B. Facilitation

C. Meeting management

D. Presentation


Explanation/Reference:Explanation:Definitions:

Meeting management techniques. Preparing an agenda and dealing with conflicts.Presentation techniques. Awareness of the impact of body language and design of visual aids.Facilitation techniques. Building consensus and overcoming obstacles.Listening techniques. Listening actively (acknowledging, clarifying, and confirming understanding) and removal of barriers that adversely affect comprehension.

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QUESTION 18When does the project team determine which dependencies are discretionary?

A. Before the Define Activities process

B. During the Define Activities process

C. Before the Sequence Activities process

D. During the Sequence Activities process


Explanation/Reference:Explanation:6.3.2.2 Dependency DeterminationDependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has fourattributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary externaldependencies, or discretionary internal dependencies.


Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatorydependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation hasbeen 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 hardlogic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the processof 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. Discretionarydependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specificsequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can createarbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewedand considered for modifcation 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 usuallyoutside 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, orgovernmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determineswhich 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 whichdependencies are internal during the process of sequencing the activities.

Process: 6.3 Sequence ActivitiesDefinition: The process of identifying and documenting relationships among the project activities.Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.Inputs1. Schedule management plan2. Activity list3. Activity attributes4. Milestone list5. Project scope statement6. Enterprise environmental factors7. Organizational process assets Tools & Techniques1. Precedence diagramming method (PDM)2. Dependency determination3. Leads and lags Outputs1. Project schedule network diagrams2. Project documents updates

QUESTION 19Typical outcomes of a project include:


A. Products, services, and improvements.

B. Products, programs, and services.

C. Improvements, portfolios, and services.

D. Improvements, processes, and products.



QUESTION 20Which grid shows which resources are tied to work packages?

A. Work breakdown structure (WBS)

B. Responsibility assignment matrix (RAM)

C. Project assignment chart

D. Personnel assignment matrix


Explanation/Reference:Explanation:Responsibility Assignment Matrix (RAM). A grid that shows the project resources assigned to each work package.

QUESTION 21The iterative process of increasing the level of detail in a project management plan as greater amounts of information become available is known as:

A. Continuous improvement.

B. Predictive planning.

C. Progressive elaboration.

D. Quality assurance.

Correct Answer: CSection: Volume A


Explanation


QUESTION 22An effective technique for resolving conflict that incorporates multiple viewpoints from differing perspectives to achieve consensus and commitment is:


A. smooth/accommodate

B. force/direct

C. collaborate/problem solve

D. compromise/reconcile



QUESTION 23A temporary endeavor that creates a unique product or service is called a:

A. Project

B. Plan

C. Program

D. Portfolio




QUESTION 24Status of deliverables, implementation status for change requests, and forecasted estimates to complete are examples of:

A. Earned value management.

B. Enterprise environmental factors.

C. Organizational process assets.

D. Work performance information.


Explanation/Reference:Explanation:4.4.1.5 Work Performance InformationWork performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationshipsacross areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making processas it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for projectdecisions.Work performance information is circulated through communication processes. Examples of performance information are status of deliverables,implementation status for change requests, and forecasted estimates to complete.

QUESTION 25Which item is an output of Plan Quality Management and an input to Perform Quality Assurance?

A. Organizational process updates

B. Quality metrics

C. Change requests

D. Quality control measurements


Explanation/Reference:Explanation:8.1.3.3 Quality MetricsA 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 qualitymetric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable. Quality metrics are usedin 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 ManagementDefinition: The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstratecompliance with 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.

Inputs1. Project management plan2. Stakeholder register3. Risk register4. Requirements documentation5. Enterprise environmental factors6. Organizational process assets 1. Tools & Techniques2. Cost-benefit analysis3. Cost of quality4. Seven basic quality tools5. Benchmarking6. Design of experiments7. Statistical sampling8. Additional quality planning tools9. Meetings Outputs1. Quality management plan2. Process improvement plan3. Quality metrics4. Quality checklists5. Project documents updates

Process: 8.2 Perform Quality Assurance Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards andoperational definitions are used.Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.


Inputs1. Quality management plan2. Process improvement plan3. Quality metrics4. Quality control measurements5. Project documents

Tools & Techniques1. Quality management and control tools2. Quality audits3. Process analysis Outputs1. Change requests2. Project management plan updates3. Project documents updates4. Organizational process assets updates

QUESTION 26A project manager managing a cross-cultural virtual project team across several time zones should be concerned about the impacts of which communicationtechnology factor?

A. Urgent information need

B. Sensitivity of information

C. Project environment

D. Ease of use


Explanation/Reference:Explanation:Project environment. There is a need to determine if the team will meet and operate on a face-to-face basis or in a virtual environment; whether they will be locatedin one or multiple time zones; whether they will use multiple languages for communication; and finally, whether there are any other project environmental factors,such as culture, which may affect communications.

QUESTION 27The number of potential communication channels for a project with 5 stakeholders is:

A. 10.


B. 12.

C. 20.

D. 24.


Explanation/Reference:Explanation: number of communication channels within a project. N (N – 1) / 2, where N represents the number of identified stakeholders.

QUESTION 28The process of prioritizing risks for further analysis or action is known as:

A. Plan Risk Management.

B. Plan Risk Responses.

C. Perform Qualitative Risk Analysis.

D. Perform Quantitative Risk Analysis.


Explanation/Reference:Explanation:Process: 11.3 Perform Qualitative Risk AnalysisDefinition: 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.

Inputs1. Risk management plan2. Scope baseline3. Risk register4. Enterprise environmental factors5. Organizational process assets Tools & Techniques1. Risk probability and impact assessment2. Probability and impact matrix


3. Risk data quality assessment4. Risk categorization5. Risk urgency assessment6. Expert judgment Outputs1. Project documents updates

QUESTION 29Which tool or technique is used in validating the scope of a project?

A. Facilitated workshops

B. Interviews

C. Inspection

D. Meetings


Explanation/Reference:Explanation:5.5.2 Validate Scope: Tools and Techniques5.5.2.1 InspectionInspection includes activities such as measuring, examining, and validating to determine whether work and deliverables meet requirements and product acceptancecriteria. Inspections are sometimes called reviews, product reviews, audits, and walkthroughs. In some application areas, these different terms have unique andspecific meanings.

Process: 5.5 Validate ScopeDefinition: The process of formalizing acceptance of the completed project deliverables.Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or resultacceptance by validating each deliverable. Inputs1. Project management plan2. Requirements documentation3. Requirements traceability matrix4. Verified deliverables5. Work performance data


Tools & Techniques1. Inspection2. Group decision-making techniques Outputs1. Accepted deliverables2. Change requests3. Work performance information4. Project documents updates

QUESTION 30An input to Close Project or Phase is:

A. Accepted deliverables.

B. Final products or services.

C. Document updates.

D. Work performance information.


Explanation/Reference:Explanation:Process: 4.6. Close Project or PhaseDefinition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources topursue new endeavors. Inputs1. Project management plan2. Accepted deliverables3. Organizational process assets Tools & Techniques1. Expert judgment2. Analytical techniques3. Meetings Outputs1. Final product, service, or result transition


2. Organizational process assets updates

QUESTION 31An output of the Direct and Manage Project Work process is:

A. Deliverables.

B. Activity lists.

C. A work breakdown structure.

D. A scope statement.


Explanation/Reference:Explanation:Process: 4.3. Direct and Manage Project WorkDefinition: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project’sobjectives.Key Benefit: The key benefit of this process is that it provides overall management of the project work.

Inputs1. Project management plan2. Approved change requests3. Enterprise environmental factors4. Organizational process assets Tools & Techniques1. Expert judgment2. Project management information system3. Meetings Outputs1. Deliverables2. Work performance data3. Change requests4. Project management plan updates5. Project documents updates

QUESTION 32External organizations that have a special relationship with the enterprise and provide specialized expertise are called:


A. Customers.

B. Business partners.

C. Sellers.

D. Functional managers.



QUESTION 33Which process involves subdividing project deliverables and project work into smaller, more manageable portions?

A. Develop Schedule

B. Create VVBS

C. Estimate Activity Resources

D. Define Scope


Explanation/Reference:Explanation:Process: 5.4 Create WBSDefinition: WBS is the process of subdividing project deliverables and project work into smaller, more manageable components. Key Benefit: The key benefit of this process is that it provides a structured vision of what has to be delivered.

Inputs 1. Scope management plan2. Project scope statement3. Requirements documentation4. Enterprise environmental factors5. Organizational process assetsTools & Techniques 1. Decomposition2. Expert judgment


Outputs1. Scope baseline2. Project documents updates

QUESTION 34In a project, total float measures the:

A. Ability to shuffle schedule activities to lessen the duration of the project.

B. Amount of time an activity can be extended or delayed without altering the project finish date.

C. Cost expended to restore order to the project schedule after crashing the schedule.

D. Estimate of the total resources needed for the project after performing a forward pass.



QUESTION 35Which Knowledge Areas include processes from the Closing Process Group?

A. Project Quality Management and Project Time Management

B. Project Scope Management and Project Risk Management

C. Project Stakeholder Management and Project Cost Management

D. Project Integration Management and Project Procurement Management


Explanation/Reference:Explanation:Closing Process Group4.6 Close Project or Phase --> 4. Project Integration Management12.4 Close Procurements --> 12.Project Procurement Management

QUESTION 36Stakeholder satisfaction should be managed as a key project:


A. Benefit

B. Initiative

C. Objective

D. Process



QUESTION 37Which cost is associated with nonconformance?

A. Liabilities

B. Inspections

C. Training

D. Equipment



QUESTION 38Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?


A. Historical relationships

B. Dependency determination


C. Bottom-up estimating

D. Rolling wave planning


Explanation/Reference:Explanation:6.2.2.2 Rolling Wave PlanningRolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future isplanned at a higher level. It is a form of progressive elaboration.Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is lessdefined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can bedecomposed into activities.

Process: 6.2 Define ActivitiesDefinition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring,and controlling the project work.

InputsSchedule management planScope baselineEnterprise environmental factorsOrganizational process assets

Tools & Techniques

DecompositionRolling wave planningExpert judgment

Outputs

Activity listActivity attributesMilestone list

QUESTION 39An output of the Create WBS process is:

A. Scope baseline.


B. Change requests.

C. Accepted deliverables.

D. Variance analysis.



QUESTION 40A tool or technique used in the Control Procurements process is:

A. Expert judgment.

B. Performance reporting.

C. Bidder conferences.

D. Reserve analysis.


Explanation/Reference:Explanation:10.2.2.5 Performance ReportingPerformance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts.Performance reporting involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress andperformance as well as to forecast the project results.Performance reporting needs to provide information at an appropriate level for each audience. The format may range from a simple status report to more elaboratereports and may be prepared regularly or on an exception basis. A simple status report might show performance information, such as percent complete or statusdashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:

• Analysis of past performance,• Analysis of project forecasts (including time and cost),• Current status of risks and issues,• Work completed during the period,• Work to be completed in the next period,• Summary of changes approved in the period, and• Other relevant information, which is reviewed and discussed.


Process: 12.3 Control ProcurementsDefinition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to theterms of the legal agreement.

Inputs1. Project management plan2. Procurement documents3. Agreements4. Approved change requests5. Work performance reports6. Work performance data Tools & Techniques1. Contract change control system2. Procurement performance reviews3. Inspections and audits4. Performance reporting5. Payment systems6. Claims administration7. Records management system Outputs1. Work performance information2. Change requests3. Project management plan updates4. Project documents updates5. Organizational process assets updates

QUESTION 41Configuration identification, configuration status accounting, and configuration verification and audit are all activities in which process?

A. Perform Quality Assurance

B. Direct and Manage Project Work

C. Monitor and Control Project Work

D. Perform Integrated Change Control




QUESTION 42Which tool or technique is used in the Estimate Costs process?

A. Acquisition

B. Earned value management

C. Vendor bid analysis

D. Forecasting


Explanation/Reference:Explanation:7.2.2.9 Vendor Bid AnalysisCost estimating methods may include analysis of what the project should cost, based on the responsive bids from qualified vendors. When projects are awarded toa vendor under competitive processes, additional cost estimating work may be required of the project team to examine the price of individual deliverables and toderive a cost that supports the final total project cost.

Process: 7.2 Estimate CostsDefinition: The process of developing an approximation of the monetary resources needed to complete project activities.Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.

Inputs1. Cost management plan2. Human resource management plan3. Scope baseline4. Project schedule5. Risk register6. Enterprise environmental factors7. Organizational process assets

Tools & Techniques1. Expert judgment2. Analogous estimating3. Parametric estimating4. Bottom-up estimating5. Three-point estimating


6. Reserve analysis7. Cost of quality8. Project management software9. Vendor bid analysis10.Group decision-making techniques

Outputs1. Activity cost estimates2. Basis of estimates3. Project documents updates

QUESTION 43Which type of project management office (PMO) supplies templates, best practices, and training to project teams?

A. Supportive

B. Directive

C. Controlling

D. Instructive



QUESTION 44Which Define Activities output extends the description of the activity by identifying the multiple components associated with each activity?

A. Project document updates

B. Activity list

C. Activity attributes

D. Project calendars




6.2.3.2 Activity AttributesActivities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work.Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolveover time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may includeactivity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements,imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or placewhere the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discreteeffort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in variousways within reports. The number of attributes varies by application area.

Process: 6.2 Define ActivitiesDefinition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring,and controlling the project work.

Inputs1. Schedule management plan2. Scope baseline3. Enterprise environmental factors4. Organizational process assets Tools & Techniques1. Decomposition2. Rolling wave planning3. Expert judgment Outputs1. Activity list2. Activity attributes3. Milestone list

QUESTION 45An input to the Identify Stakeholders process is:

A. The project management plan.

B. The stakeholder register.

C. Procurement documents.

D. Stakeholder analysis.



Explanation/Reference:Explanation: 12.1.3.3 Procurement DocumentsProcurement documents are used to solicit proposals from prospective sellers. Terms such as bid, tender, or quotation are generally used when the seller selectiondecision will be based on price (as when buying commercial or standard items), while a term such as proposal is generally used when other considerations, such astechnical capability or technical approach are paramount. Common terms are in use for different types of procurement documents and may include request forinformation (RFI), invitation for bid (IFB), request for proposal (RFP), request for quotation (RFQ), tender notice, invitation for negotiation, and invitation for seller’sinitial response. Specific procurement terminology used may vary by industry and location of the procurement.The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of theresponses. These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any requiredcontractual provisions. With government contracting, some or all of the content and structure of procurement documents may be defined by regulation.The complexity and level of detail of the procurement documents should be consistent with the value of, and risks associated with, the planned procurement.Procurement documents are required to be sufficient to ensure consistent, appropriate responses, but flexible enough to allow consideration of any sellersuggestions for better ways to satisfy the same requirements.Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance with the policies of the buyer’s organization, which caninclude publication of the request in public newspapers, in trade journals, in public registries, or on the internet.

Process: 13.1 Identify StakeholdersDefinition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; andanalyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

Inputs1. Project charter2. Procurement documents3. Enterprise environmental factors4. Organizational process assets Tools & Techniques1. Stakeholder analysis2. Expert judgment3. Meetings Outputs1. Stakeholder register

QUESTION 46


Identify Risks is part of which Process Group?

A. Planning

B. Executing

C. Closing

D. Initiating


Explanation/Reference:Explanation:Planning Process Group4.2 Develop Project Management Plan5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget8.1 Plan Quality Management9.1 Plan Human Resource Management10.1 Plan Communications Management11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses12.1 Plan Procurement Management13.2 Plan Stakeholder Management

QUESTION 47Which conflict resolution technique searches for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict?


A. Force/direct

B. Withdraw/avoid

C. Compromise/reconcile

D. Collaborate/problem solve



QUESTION 48Which tool or technique is used in the Perform Integrated Change Control process?

A. Decomposition

B. Modeling techniques

C. Resource optimization

D. Meetings


Explanation/Reference:Explanation:4.3.2.3 MeetingsMeetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees at the meetings may include theproject manager, the project team and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensureappropriate participation. Meetings tend to be one of three types:

Information exchange;Brainstorming, option evaluation, or design; orDecision making.

Meeting types should not be mixed as a best practice. Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should beappropriately documented with meeting minutes and actionitems. Meeting minutes should be stored as defined in the project management plan. Meetings are most effective when all participants can be face-to-face in thesame location. Virtual meetings can be held using audio and/or video conferencing tools, but generally require additional preparation and organization to achievethe same effectiveness of a face-to-face meeting.


Process: 4.5 Perform Integrated Change ControlPerform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizationalprocess assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications toproject documents, deliverables, baselines, or the project management plan and approves or rejects the changes. Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducingproject risk, which often arises from changes made without consideration to the overall project objectives or plans. Inputs 1. Project management plan2. Work performance reports3. Change requests4. Enterprise environmental factors5. Organizational process assets

Tools & Techniques 1. Expert judgment2. Meetings3. Change control tools

Outputs1. Approved change requests2. Change log3. Project management plan updates4. Project documents updates

QUESTION 49A logical relationship in which a successor activity cannot start until a predecessor activity has finished is known as:

A. Start-to-start (SS).

B. Start-to-finish (SF).

C. Finish-to-start (FS).

D. Finish-to-finish (FF).



A finish-to-start (FS) relationship between two activities implies that the initiation of successor is dependent on the completion of predecessor.A finish-to-finish (FF) relationship between two activities implies that the completion of successor is dependent on the completion of predecessor.


A start-to-start (SS) relationship implies that the initiation of successor is dependent on the initiation of predecessor.A start-to-finish (SF) relationship between two activities implies that the completion of successor is dependent on the initiation of its predecessor

QUESTION 50Which type of contract gives both the seller and the buyer flexibility to deviate from performance with financial incentives?

A. Cost Plus Incentive Fee (CPIF)

B. Fixed Price Incentive Fee (FPIF)

C. Cost Pius Award Fee (CPAF)

D. Time and Material (T&M)


Explanation/Reference:Explanation:Fixed Price Incentive Fee Contracts (FPIF). This fixed-price arrangement gives the buyer and seller some flexibility in that it allows for deviation fromperformance, with financial incentives tied to achieving agreed upon metrics. Typically such financial incentives are related to cost, schedule, or technicalperformance of the seller. Performance targets are established at the outset, and the final contract price is determined after completion of all work based on theseller’s performance. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller, who is obligated tocomplete the work.

QUESTION 51What is the estimate at completion (EAC) if the budget at completion (BAC) is $100, the actual cost (AC) is $50, and the earned value (EV) is $25?

A. $50

B. $100

C. $125

D. $175


Explanation/Reference:Explanation:Estimate to completion calculates how much more of the budget is needed to complete the project if everything continues at the current level of performance.EAC ‘atypical’ = AC + BAC - EVEAC ‘typical’ = AC + ((BAC - EV) / CPI)


QUESTION 52Which output of Project Cost Management consists of quantitative assessments of the probable costs required to complete project work?

A. Activity cost estimates

B. Earned value management

C. Cost management plan

D. Cost baseline

Correct Answer: ASection: Volume BExplanation

Explanation/Reference:Explanation:7.2.3.1 Activity Cost EstimatesActivity cost estimates are quantitative assessments of the probable costs required to complete project work. Cost estimates can be presented in summary form orin detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, direct labor, materials, equipment,services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or acost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.

QUESTION 53While processes in the Planning Process Group seek to collect feedback and define project documents to guide project work, organizational procedures dictatewhen the project planning:

A. ends.

B. begins.

C. delays.

D. deviates.



QUESTION 54A stakeholder expresses a need not known to the project manager. The project manager most likely missed a step in which stakeholder management process?


A. Plan Stakeholder Management

B. Identify Stakeholders

C. Manage Stakeholder Engagement

D. Control Stakeholder Engagement


Explanation/Reference:Explanation:13.2 Plan Stakeholder ManagementDefinition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the projectlife 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 plan2. Stakeholder register3. Enterprise environmental factors4. Organizational process assetsTools & Techniques 1. Expert judgment2. Meetings3. Analytical techniquesOutputs1. Stakeholder management plan2. Project documents updates

QUESTION 55Skills necessary for project management such as motivating to provide encouragement; listening actively; persuading a team to perform an action; andsummarizing, recapping, and identifying next steps are known as:

A. organizational skills

B. technical skills

C. communication skills

D. hard skills

Correct Answer: CSection: Volume B


Explanation

Explanation/Reference:Explanation:Negotiation, influencing and problem-solving skills are all important for a project manager to possess; however, good communication skills are the most importantskills a project manager.

QUESTION 56Which tools or techniques are used during the Close Project or Phase process?

A. Reserve analysis and expert judgment

B. Facilitation techniques and meetings

C. Expert judgment and analytical techniques

D. Performance reviews and meetings

Correct Answer: CSection: Volume BExplanation

Explanation/Reference:Explanation:4.1.2.1 Expert JudgmentExpert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details duringthis 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), andProject management office (PMO).

Process: 4.6. Close Project or PhaseDefinition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources topursue new endeavors.

Inputs1. Project management plan2. Accepted deliverables3. Organizational process assets


Tools & Techniques1. Expert judgment2. Analytical techniques3. Meetings Outputs1. Final product, service, or result transition2. Organizational process assets updates

QUESTION 57When a project is undertaken to reduce defects in a product or service, the objective of the project is to create a/an:

A. improvement

B. program

C. result

D. portfolio



QUESTION 58The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:

A. management

B. response

C. tolerance

D. appetite

Correct Answer: DSection: Volume BExplanation

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 varyingdegrees 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 arebroadly 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 whichpoint 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 balancewith 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 generateenhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.

QUESTION 59The zero duration of milestones in project planning occurs because milestones:


A. Are unpredictable and challenge the Plan Schedule Management process.

B. Occur at random times in the project plans.

C. Represent a moment in time such as a significant project point or event.

D. Represent both significant and insignificant points in the project and are difficult to anticipate.



QUESTION 60Which type of graphic is displayed below?


A. Work breakdown structure

B. Context diagram

C. Control chart

D. Pareto diagram



QUESTION 61An example of a group decision-making technique is:

A. nominal group technique

B. majority

C. affinity diagram

D. multi-criteria decision analysis

Correct Answer: BSection: Volume B


Explanation


QUESTION 62Which tool or technique used in the Control Procurements process can be conducted during the execution of the project to verify compliance with deliverables?

A. Procurement documents

B. Inspection and audits

C. Estimate budget

D. Risk register

Correct Answer: BSection: Volume BExplanation

Explanation/Reference:Explanation:Inspections and Audits. A process to observe performance of contracted work or a promised product against agreed-upon requirements.

Process: 12.3 Control ProcurementsDefinition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.Key Benefit: The key benefit of this process is that it ensures that both the seller’s and buyer’s performance meets procurement requirements according to theterms of the legal agreement. Inputs1. Project management plan2. Procurement documents3. Agreements4. Approved change requests5. Work performance reports6. Work performance data Tools & Techniques1. Contract change control system2. Procurement performance reviews3. Inspections and audits4. Performance reporting5. Payment systems6. Claims administration


7. Records management system Outputs1. Work performance information2. Change requests3. Project management plan updates4. Project documents updates5. Organizational process assets updates

QUESTION 63Job satisfaction, challenging work, and sufficient financial compensation are values related to which interpersonal skill?

A. Influencing

B. Motivation

C. Negotiation

D. Trust building



QUESTION 64The following is a network diagram for a project.


The shortest non-critical path for the project is how many days in duration?

A. 10

B. 12

C. 14

D. 16



QUESTION 65The following is a network diagram for a project.


The critical path for the project is how many days in duration?

A. 10

B. 12

C. 14

D. 17



QUESTION 66The component of the human resource management plan that includes ways in which team members can obtain certifications that support their ability to benefit theproject is known as:

A. recognition and rewards

B. compliance

C. staff acquisition


D. training needs



QUESTION 67Stakeholders can be identified in later stages of the project because the Identify Stakeholders process should be:

A. Continuous

B. Discrete

C. Regulated

D. Arbitrary


Explanation/Reference:Explanation:Process: 13.1 Identify StakeholdersDefinition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; andanalyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

Inputs1. Project charter2. Procurement documents3. Enterprise environmental factors4. Organizational process assets Tools & Techniques1. Stakeholder analysis2. Expert judgment3. Meetings Outputs


1. Stakeholder register

QUESTION 68A graphic display of project team members and their reporting relationships is known as a:

A. Resource calendar.

B. Project organization chart.

C. Resource breakdown structure (RBS).

D. Responsibility assignment matrix (RAM).


Explanation/Reference:Explanation:Project organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal orinformal, highly detailed or broadly framed, based on the needs of the project. For example, the project organization chart for a 3,000-person disaster responseteam will have greater detail than a project organization chart for an internal, twenty-person project.

QUESTION 69Which item is a cost of conformance?

A. Training

B. Liabilities

C. Lost business

D. Scrap



QUESTION 70Which key interpersonal skill of a project manager is defined as the strategy of sharing power and relying on interpersonal skills to convince others to cooperatetoward common goals?


A. Collaboration

B. Negotiation

C. Decision making

D. Influencing



QUESTION 71Activity cost estimates and the project schedule are inputs to which Project Cost Management process?

A. Estimate Costs

B. Control Costs

C. Plan Cost Management

D. Determine Budget


Explanation/Reference:Explanation:7.2.3.1 Activity Cost EstimatesActivity cost estimates are quantitative assessments of the probable costs required to complete project work. Cost estimates can be presented in summary form orin detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, direct labor, materials, equipment,services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or acost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.

Process: 7.3 Determine BudgetDefinition: 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.

Inputs1. Cost management plan2. Scope baseline


3. Activity cost estimates4. Basis of estimates5. Project schedule6. Resource calendars7. Risk register8. Agreements9. Organizational process assets Tools & Techniques1. Cost aggregation2. Reserve analysis3. Expert judgment4. Historical relationships5. Funding limit reconciliation Outputs1. Cost baseline2. Project funding requirements3. Project documents updates

QUESTION 72In project management, a temporary project can be:


A. Completed without planning

B. A routine business process

C. Long in duration

D. Ongoing to produce goods




QUESTION 73Which document in the project management plan can be updated in the Plan Procurement Management process?

A. Budget estimates

B. Risk matrix

C. Requirements documentation

D. Procurement documents


Explanation/Reference:Explanation:Process: 12.1 Plan Procurement ManagementDefinition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much isneeded, and when to acquire it.

Inputs1. Project management plan2. Requirements documentation3. Risk register4. Activity resource requirements5. Project schedule6. Activity cost estimates7. Stakeholder register8. Enterprise environmental factors9. Organizational process assets Tools & Techniques1. Make-or-buy analysis2. Expert judgment3. Market research4. Meetings Outputs1. Procurement management plan2. Procurement statement of work3. Procurement documents


4. Source selection criteria5. Make-or-buy decisions6. Change requests7. Project documents updates

QUESTION 74Which type of probability distribution is used to represent uncertain events such as the outcome of a test or a possible scenario in a decision tree?

A. Uniform

B. Continuous

C. Discrete

D. Linear


Explanation/Reference:Explanation:Decision Tree Analysis. A diagramming and calculation technique for evaluating the implications of a chain of multiple options in the presence of uncertainty.

- Can only be used with discrete data.

QUESTION 75Which change request is an intentional activity that realigns the performance of the project work with the project management plan?

A. Update

B. Preventive action

C. Defect repair

D. Corrective action


Explanation/Reference:Explanation:4.3.3.3 Change Requests A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document,deliverable, or baseline and may result in an update to other parts


of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policiesor procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actionsto forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:

Corrective action—An intentional activity that realigns the performance of the project work with the project management plan;Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan;Defect repair—An intentional activity to modify a nonconforming product or product component;Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.

QUESTION 76Using parametric estimating, if an assigned resource is capable of producing 120 units per hour, how many hours are required to produce 12,000 units?

A. 100

B. 120

C. 1,000

D. 1,200



QUESTION 77Which stakeholder approves a project's result?

A. Customer

B. Sponsor

C. Seller

D. Functional manager




QUESTION 78Which process involves determining, documenting, and managing stakeholders' needs and requirements to meet project objectives?

A. Collect Requirements

B. Plan Scope Management

C. Define Scope

D. Define Activities


Explanation/Reference:Explanation:Process: 5.2 Collect RequirementsDefinition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.Inputs1. Scope management plan2. Requirements management plan3. Stakeholder management plan4. Project charter5. Stakeholder register Tools & Techniques1. Interviews2. Focus groups3. Facilitated workshops4. Group creativity techniques5. Group decision-making techniques6. Questionnaires and surveys7. Observations8. Prototypes9. Benchmarking10.Context diagrams11.Document analysis Outputs1. Requirements documentation2. Requirements traceability matrix


QUESTION 79Plan Communications Management develops an approach and plan for project communications based on stakeholders' needs and requirements and:

A. Available organizational assets

B. Project staff assignments

C. Interpersonal skills

D. Enterprise environmental factors


Explanation/Reference:Explanation:Process: 10.1 Plan Communications ManagementDefinition: The process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements,and available organizational assets.Key Benefit: The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.

Inputs1. Project management plan2. Stakeholder register3. Enterprise environmental factors4. Organizational process assets Tools & Techniques1. Communication requirements analysis2. Communication technology3. Communication models4. Communication methods5. Meetings Outputs1. Communications management plan2. Project documents updates

QUESTION 80Perform Integrated Change Control is the process of:

A. Reviewing, approving, and managing all change requests


B. Facilitating change management, manuals, or automation tools

C. Comparing actual results with planned results in order to expand or change a project

D. Documenting changes according to the change control system by the change control board


Explanation/Reference:Explanation:Process: 4.5

CAPM - GRATIS EXAM · 8/1/2018 · Exam A QUESTION 1 The ways in which the roles and...

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