CA0-001 Certified Associate in Project Management (CAPM) Certification Question and Answers

You can gather as much information as you can before proceeding

Confront the person immediately

Ignore the rumours

^ass the rumours along

Project archives

Index

sow

Project History

Work Breakdown Structure

sow

Project Charter

Project Scope Statement

close contracts

Lessons learned documentation

Deliverable acceptance

Scope statement

True, real, or certain

True, real, or uncertain

Real

Verbal

Project Manager

Team Leader

Sponsor

Project Team

The customer

The qualify director

Project management office

Project manager

Develop Schedule

Estimate Activity Durations

Estimate Activity Resources

Sequence Activities

6

4

6.3

6.1

Initiation

Collect Requirements

Define Scope

Verify Scope

Verify Scope

Quality Assurance

Quality Control

Quality Measurement

Has been accepted by the sponsor and the client

Will be closed due to lack of resources

Resources are being assigned to other areas of the business

None of the above

Estimate Activity Durations

Estimate Activity Resources

Sequence Activities

Define Activities

Extranet-based electronic document repository

Manual filing system

War loom

Verbal

A milestone

A hammock

A dummy activity

a and c

Improvements in amount of overtime worked

Improvements in individual skills

Improvements in team behaviours

Improvements in team capabilities

Create WBS

Vei*

Value analysis

Control Scope

Cost and staffing are low at the start, higher towards the end. and drop rapidly as the project nears completion.

The probability of successfully completing the project is highest at the start of the project.

Stakeholders have the most influence on the final characteristics of the product at the end of the project.

a and b

Control Schedule

Create WBS

Sequence Activities

Operations

Human resources management plan

Project charter

Aplan

Project management plan

Internal

External

Outside

Assigned

Improve the accuracy of cost, time and resource estimates

Define a baseline for performance measurement and control

Facilitate clear responsibility assignments

Al1 of the above

Contract change control system

Contract negotiation

Payment system

Performance rating

Risk

Assumption

Constraint

Budget

Project plan

Process

Schedule

Flowchart

Start-to-Finish

Finish-to-Start

Start-to-Start

Finish-to-Finish

Project Charter

Stakeholder Register

Pis'* Management Plan

Activity Cost Estimates

Statistically dependent

Variance distributed

Statistically independent

Deterministic

Transfer

Acceptances

Mitigation

Contingency

Schedule

Assumption

Constraint

Planning process

Develop Schedule

Estimate Activity Durations

Estimate Activity Resources

Sequence Activities

Identification

Solicitation

Quantification

Response Development

Parametric estimating

Bottom-up estimating

Top-down estimating

Analogous estimating

The project charter

Project scope statement

The P'oject contract

Project closing document

Estimating the cost of individual work items and then rolling up the costs to arrive at a project total.

Uses the actual cost of a previous similar project as the basis for estimating the cost of the current project.

Using project characteristics (or parameters) in a mathematical model to predict costs.

Cost of quality can also be used to prepare the schedule activity cost estimate.

Rough order of magnitude

Budget estimate

WBS estimate

Definitive estimate

Project Manager

Sponsor

Team Lead

Management

Alternative identification

"'s^ assessment

Alternative selection

Product analysis

The project is consuming more resources than anticipated.

The project is using fewer resources than anticipated.

The project is falling behind.

The project is running ahead of schedule.

35

5

15

75

Acceptance

shaie

Mitigate

Transfer

There is a clear link between the project deliverables and the business strategy.

The project sponsor leads the initiatives.

The project manager is an expert in managing resources.

Team members like project manager.

Internal

External

Outside

Assigned

Compromise

Smoothing

Foimal

Coercive

Plan Procurements

Conduct Procurements

Administer Procurements

Close Procurements

Hierarchy of needs

Expectancy theory

Achievement theory

Al1 of the above

Project Scope Statement

Project Management plan

Project Scheduling plan

Project Charter

Keep decomposing tasks until you reach an amount of work that is small enough to reliably estimate required resources and duration.

Keep decomposing work until you reach a predetermined number of hierarchy levels to keep the WBS balanced.

Keep decomposing tasks until you reach an amount of work that can be accomplished in one DAY.

Keep decomposing tasks until you reach an amount of work that can be accomplished in one WEEK.

Procurement Management

Planning Management

Scope Management

Control Management

Project charter

Project management plan

Project statement of work

Project scope statement

Direct and Manage Project Execution

Close Project or Phase

Perform Integrated Change Control

Monitor and Control Project Work

Scoping

Budgeting

Closing

Quality

$115

$138

$140

$165

Temporary endeavor undertaken to create a temporary business process or product

Temporary endeavor undertaken to create a unique product, service, or result

Permanent endeavor that produces repetitive outputs

Temporary endeavor that produces repetitive outputs

Begin - A - C - D - E - End - B - D

Begin - A - B - C - D - E - End

Begin - A - B - D - E - End A - C - D

Begin - A - C - D - E - End - B - C

Push

Decode

Pull

Duration

Subdivide the estimated costs of individual activities

Subdivide project deliverables and project work into smaller, more manageable components

Relate the work packages to the performing organizational units

Shorten the project schedule duration and the amount of resources needed

Cost-Benefit Analysis

Variance Analysis

Reserve Analysis

Stakeholder Analysis

Requirements traceability matrix

Scope management plan

Project charter

Work breakdown structure

Failure to meet intermediate milestones

Force of nature, such as a flood

Risk threshold target

Crashing front loading or fast tracking

Bottom-up estimating

Analogous estimating

Parametric estimating

Three-point estimates

Under budget and behind schedule

Over budget and ahead of schedule

Under budget and ahead of schedule

Over budget and behind schedule

Plan Quality

Perform Quality Assurance

Perform Quality Control

Identify Stakeholders

Project scope, schedule, cost, and quality of the products of the work packages

Central coordinator of communication management across projects, and for the delivery of specific project objectives, organization opportunity assessment

Assigns project resources to best meet project objectives

Overall risk, overall opportunity and interdependencies among projects

Work breakdown structure

Organizational breakdown structure

Resource breakdown structure

Bill of materials

Management of a project by dividing the project into more manageable sub-projects.

Management of a project by utilizing a portfolio of general management skills, such as planning, organizing, staffing, executing and controlling.

Management of all projects undertaken by a company.

Management of a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.

Cost baseline

Cost forecasting

Cost variance

Cost budgeting

Weak matrix

Functional

Balanced matrix

Projectized

Can be any number

Zero or positive

Zero or negative

Depends on the calendar

Quantitative risk analysis

Qualitative risk analysis

Perform quality assurance

Perform quality control

Project document updates

Project management plan

Scope baseline

Product analysis

End-to-end

Finish-to-end

Start-to-end

Start-to-start

process groups.

phase gates.

knowledge areas.

project phases.

Risk breakdown structure (RBS)

Risk probability and impact

Qualitative risk analysis

Risk response planning

$0.2

$5

$44

$66