PMI-002 Certified Associate in Project Management (CAPM) Certification Question and Answers

Create WBS

Vei*

Value analysis

Control Scope

Project Charter

Stakeholder Register

Pis'* Management Plan

Activity Cost Estimates

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

The product description defines the contracted work, based on the requirements of the project customer

The product description defines the contracted work

The product description defines the requirements for the contract work

Al1 of the above

Closes all activities pertaining to a specific project

Collects user acceptance of the project product or service

Includes all the activities needed to validate the project products and services

Al1 of the above

Identifies all the steps and processes that will be used after a project is initiated

Steps needed to complete a project task

Prepared at the beginning and fixed throughout the execution of the project

Includes project charter

Buyer or seller

Vendor or seller

Purchasing

Sellino-

Project manager

QA manager

Project planner

Team 'ead

Formal

Consistent

Personal

Verbal

Business need, strategic plan, product scope description

Requirements, business need, stakeholder expectations

Strategic plan, product scope description, stakeholder influences, and business need

Project purpose, business case, stakeholder influences, product scope description

Documenting formal acceptance of the product.

Documenting the lessons learned

Documenting the final project scope

The work that must be done in order to deliver a product with the specified features and functions.

The features and functions that are to be included in a product or service.

A narrative description of work to be performed under contract.

a and b

Previous experience

staff age

Availability

Personal interest

Estimate Activity Durations

Control Schedule

Sequence Activities

Estimate Activity Resources

A formal, approved document used to guide both project execution and project control.

A document issued by senior management that provides the project manager with the authority to apply organizational resources to project activities.

A narrative description of products or services to be supplie

A document describing the organizational breakdown structure of the company.

Statistical sampling

Metrics

Benchmarking

Operational definitions

Accepted deliverables

Change Requests

Project document updates.

All of the above

Contract close out and Verify Scope

Contract close out and administrative closure

Project closure and product verification

Project closure and lessons learned

Depending on the size and complexity of the project

Depending on the management

Depending on the project manager

Depending on the size only

An external event such as a change in government regulation.

An error or omission in defining the scope of the product.

An error or omission in defining the scope of the project.

all of the above

Start-to-start

Finish-to-finish

Start-to-finish

None of the above

Managing changes when they occur

Resource rates

Chart of accounts

Organizational policies

Resource Leveling

Schedule Compression

Critical Path Method

What if Analysis

As early in the project as feasible.

Preferably before much project planning has been done.

At least prior to the start of project plan execution.

All of the above.

Project baseline

SOW

Charter

Executive summary

Control Costs

Estimate Costs

Determine Budget

None

Project plan update

Project scope management

Control Scope

Product description

Project staff

Reward and recognition systems

Resource calendars

Project plan

Developing a plan from major stakeholders

Developing a written scope statement as the basis for future project decisions

Formalizing acceptance of the project scope

Planning project milestones

Parametric modelling

Bottom up estimating

Analogous estimating

None

Finish-to-Start dependency

External dependency

Mandatory dependency

Soft Logic

Zero defects found

Conformance to requirements

The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs

Both B and c

Cost-plus-fixed-fee contract

Cost plus-incentive-fee contract

Fixed-price-incentive contract

Firm-fixed-price contract

None of the choices are correct

WBS dictionary

RBS

Project scope statement

You develop a contingency plan to execute should the risk event occur

You accept the consequences of the risk

You transfer the risk to another party

Both A and B

Can often be found in procurement documents

Can be objective or subjective

Used to rate or score proposals

Al1 of the above

ACWP/BAC

BCWP-ACWP

BCWP/BAC

EAC/BAC

Quality Assurance

Quality Control

plan Quality

Quality Review

Written, verbal, and non-verbal

Verbal, formal documentation, and informal documentation

Verbal, written, and graphic

Verbal, written, and electronic

Requirements documentation

Requirements management plan

The requirements tractability matrix

Al1 of the above

Weighting system

Screening system

Selecting system

None of the above

Two or more managers

One manager

Only functional manager

None

Rolling Wave Planning is a phased iterative approach to project development.

Rolling Wave Planning is a cost and schedule planning technique used in the Define Activities process.

Rolling Wave Planning is the process of decomposing each work package within the WBS into the corresponding schedule activities required to produce the work package deliverables.

Rolling Wave Planning describes a form of progressive elaboration planning where the work to be performed in the near time is planned in detail at a low level of the WBS, while work far in future is planned for WBS components that are relatively at a high level of WBS.

Organizational Planning

staff Acquisition

Distribute Information

Team Development

Event phenomenon

Independent probability

Statistical independence

Statistical probability

Project selection methods

Project selection criteria

A form of expert judgment

A form of historical information

Quality Assurance

Quality Control

plan Quality

Quality Review

Control Scope

Verify Scope

Define Scope

Collect Requirements

Competency

Authority

Responsibility

Compliance

The independent estimates are most likely incorrect and the proposed pricing correct

The sow was not adequate

The prospective seller either misunderstood or failed to respond fully to the SOW

Either B or C

75%

65%

50%

56%

Neither party wins but both parties get some degree of satisfaction.

Important aspects of the project may be hindered in order to achieve personal objectives.

Compromise is generally considered a lose-lose situation.

A definitive resolution is seldom achieved.

Scrap

Rework

Expediting

Process control

Staffing Management Plan

Responsibility Assignment Matrix (RAM)

Organizational Breakdown Structure (OBS)

Resource Assignment Chart

Critical tasks-

Non-critical tasks.

Tasks with lowest cost.

Tasks with highest cost.

Either Project A or Project B, because the payback periods are equal

Project A, because Project B's payback period is 24 months

Project A, because Project B's payback period is 20 months

Project A, because Project B's payback period is 21 months

Reduce the technical requirements so that the error Is no longer valid.

Go forward with production, and ignore the error.

Go forward with production, but inform the customer of the problem.

Develop alternative solutions to address the error.

Quality control inspector.

Project manager.

Design engineer.

Quality manager.

Histograms

Milestone events

Path activities

Accounting support costs.

Payroll tax cost.

Subcontract costs.

Insurance costs.

Accounting support costs.

Create WBS

Verify Scope

Value analysis

Control Scope

Control accounts and planning packages are tools and techniques of Develop Schedule process.

A control account is an assigned WBS level used to monitor cost and schedule performance of significant element of work.

Planning packages reflect a future segment of work within a control account that has not yet been decomposed into detailed work packages.

As work becomes more clearly defined, planning packages are converted into work packages.

Withdrawal

Forcing

Confrontation

Smoothing

Adhering to an ethical code

Applying established project management processes

Following the CAPM Code of Professional Conduct

Training to learn how to manage relationships with others from different cultures

Collect Requirements

Define Scope

Verify Scope

Control Scope

The critical path must be evaluated to determine actual slack time.

The project is estimated to be-20 days ahead of schedule.

Two branches converge on a node.

Duration compression may be required to meet the original project scope.

beginning

closing

controlling

none

Convince the client to postpone the change.

Estimate the impact to the cost and schedule and the approval before proceeding.

Make the change if it is critical, regardless of its cost and impact, and in form the change control boar

based on the organizational structure

based on the amount of authority the manager of the project manager possesses

based on the key stakeholder's influence on the project

based on the project managers communication skills

Critical dependencies

Few resources

Critical dates

key milestones

Documenting and meeting the requirements

Reporting project status regularly and in a timely manner

Documenting and meeting the performance measurements

Reporting changes and updating the project plan and other project documents where appropriate

IRR is a constrained optimization method.

IRR assumes reinvestment at the cost of capital.

IRR is the discount rate when NPV is greater than zero.

IRR is the discount rate when NPV is equal to zero.

Documenting and meeting the requirements

Reporting project status regularly and in a timely manner

Documenting and meeting the performance measurements

Reporting changes and updating the project plan and other project documents where appropriate

Project performance

Stakeholder requirements

Schedule progress

Cost and schedule

Monitor and Control Risks

Activity resource estimation

Cost estimation

Determine Budget

Product description and Strategic plan

Selection criteria

Historical information

Al1 of the above

Updating risk register

Determining risk roles and responsibilities

Identifying risk categories

Developing a risk management plan

Project Manager

Team Leader

Sponsor

Project Team

Precedence Diagramming Method (PDM)

Gantt Cnart Diagram (GCD)

Dependency Diagramming Method (DDM)

Arrow Diagramming Method (ADM)

Contract

Responsibilities

WBS

Identification

Root cause analysis

Quality audits

Project audits

Risk audits

Project charter and PM assigned

Constraints

Assumptions

Al1 of the above

Control Scope

Manage project team

Quality control

Manage Scope statement

Alternative identification

"'s^ assessment

Alternative selection

Product analysis

Bad practice

Unprofessional practice

Bacl f°r both tne buyer and seller

Al1 of the above

International Organization for Standardization

International Standardized Organization

'n Standardized Organization

Indiana Standardized Organization

The project is running ahead of the schedule

The project is running behind of the schedule

Resources assigned to the project cost 1.8 units

None

Transfer

Acceptances

Mitigation

Contingency

Project charter

F'na' deliverable

Schedule

QA activities are done

Once a budget has been approved

As early in the project as is feasible

After the stakeholders have approved the assignment

As soon as the project plan is ready to be executed

Calculating individual cost estimates for each work package

Using rates and factors based on historical experience to estimate costs

Using the actual cost of a similar project to estimate total project costs

Both A and B

Outputs

Tools

Functions

InPuts

Organizational Planning

stan< Acquisition

Distribute Information

Team Development

Whether to procure

How to procure and how much to procure

What and when to procure

All of the above

Team building

Analysis of alternatives

Convergent thinking

Uninhibited verbalization

Market demand

Successful RFP bidding

Regulatory requirement

Technological advance

Confirming that the message is understood

Ensuring that the receiver agrees with the message

Scheduling communication exchange

Presenting the message in the most agreeable manner

Identify stakeholders

Report Performance

Distribute Information

Conflict Management

Distribute Information

Administrative Closure

Organizational Planning

Report Performance

WBS

Critical Path

Task start date

Responsible organization

Tracking

Loading

Crashing

Levelling

Avoid

Transfer

Accept

ExPlot

Product Analysis

Define Scope

Project Development

Collect Requirements

Edward Deming

Philip Crosby

Juran

Pareto

A strong matrix management structure

When major problems delay the project completion date or budget targets

When team members are accountable to both functional and project manager!

When formal training plans cannot be implemented

An assessment of the stability of the stakeholder environment

A highly detailed approach to managing the work breakdown structure scope

How the project scope will be managed and how scope changes will be integrated into the project

The stakeholder's expectation on how changes will be identified and by what priority they will be addressed

Event phenomenon

Independent probability

Statistical independence

Statistical probability

The cost and accuracy of bottom-up estimating is driven by the size of the individual work items

Smaller work items increase both cost and accuracy

Larger work items increase both cost and accuracy

Both A and B are true