[Nov 09, 2021] Free PMI Certification CAPM Exam Question
CAPM dumps & PMI Certification sure practice dumps
Advantage in the Career after to pass the Certification Exam
Having a PMI Certified Associate in Project Management will certainly give you an advantage when hiring managers look at your resume. If you have certification is a significant advantage in jobs competition as compared to those who do not have one. If you have the certificate then you can move up the corporate ladder or into a better, higher-paying job in your company. You can also join a unique group of certified and skilled professionals. There are many companies that support their employees in earning these certifications that may even lead to promotions and raises as well. Many companies have requirements by their professional recertify every two to three years.
PMI CAPM Exam Syllabus Topics:
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There are 13 main subject areas covered in the CAPM certification exam. The candidates are strongly recommended to develop a good understanding of all these topics before attempting the test. The highlights of these domains are provided below:
- Management of Project Costs (8%)
The areas addressed in the seventh module are 4 processes in project management. This also captures management of project cost, techniques, tools, inputs, and outputs in the processes mentioned, key concepts, methods in earned value, as well as basic forecasting in management of project cost.
- Management of Project Schedule (9%)
The sixth domain contains four subsections. The first one comes with 6 processes in the project schedule management knowledge area. This is followed by the techniques, tools, inputs, and outputs in 6 processes. The next part is on solving simple problems in network diagrams and performing calculations in basic scheduling. The last subtopic focuses on Agile environments or adaptive environment considerations in the management of project schedules.
- Roles of a Project Manager (7%)
The third domain is about identifying the project manager’s primary functions. This is followed by the sphere of influence of a project manager. The third feature is the identification of the major elements in the PMI triangle. The last knowledge area covers clarifying the differences in leadership and management.
- Management of Project Quality (7%)
This section deals with 6 processes in project management in the knowledge area of project quality management, including resources and techniques, tools, inputs, and outputs in the processes, trends, and key concepts in the management of project resources. Other aspects concerned include developing teams, resolving problems that are resource-related, managing conflicts, as well as components in the management plan for resources and techniques used to represent data when project resources are being managed.
- Management of Project Scope (9%)
In the framework of the fifth objective, the first subsection addresses 6 processes in the project scope management knowledge area. The second subtopic focuses on the techniques, tools, input, and outputs in the processes formerly defined. In the third subsection, the focus is on tailoring considerations and key concepts in the management of project scope and scope management key roles. In the fourth segment, the purpose and elements of the WBS (Work Breakdown Structure) for project scope and product scope are discussed. The last is the section involving Agile projects or adaptive projects with use of prototypes.
- Management of Project Stakeholder (9%)
The last section includes four subsections. They concern 4 processes in the knowledge areas of project stakeholder management. This entails your understanding of the techniques, tools, input, and outputs in these processes. It also concerns the roles and needs of key stakeholders, as well as the benefits and key concepts of stakeholder management.
- Project Environment (6%)
The second topic covers the identification of the assets and functions that can have an impact on the outcomes of a project. The next subsection focuses on distinguishing different organizational systems. This is followed by a comprehensive understanding of the purposes and activities of the PMO (Project Management Office). The last subtopic involves recognizing the hierarchy of portfolios, projects, and programs.
- Management of Project Integration (9%)
The first subsection of the fourth section of the PMI CAPM exam focuses on managing the individuals’ knowledge areas in project integration by understanding 7 processes in project management. They are further discussed in the next section covering the tools, techniques, inputs, and outputs within the processes. The next subtopic features a project manager’s role in the management of project integration and the purpose of managing project integration. The fourth subdomain concentrates on identifying the concepts and procedures with relation to the management of project change. In the fifth subtheme, the candidates should demonstrate that they are capable of recognizing key documents and identifying tailoring conditions for managing project integration. The sixth part is all about the knowledge management and project integration methods.
- Management of Project Resource (8%)
This part explores 3 processes in project management. They are about the management of project quality, techniques/tools/inputs/outputs in the processes, approaches to and reasons for adaptation of quality management in various project environments, as well as quality tools & approaches for improvements.
- Management of Project Procurement (4%)
The twelfth domain of the CAPM certification test covers 3 processes in the knowledge area of project procurement management, including the techniques, tools, inputs, and outputs in 3 processes. Other subtopics are connected with tailoring considerations and key concepts for the management of project procurements with emerging practices and trends, as well as different types of agreements, methods for source selection, and contracts.
- Management of Project Communication (10%)
In the tenth topic, the sections focus on 3 processes in project management. The knowledge areas covered here are management of project communication, identification of techniques, tools, inputs, and outputs in the mentioned processes, and management of project communication key approaches & concepts. Other subtopics address management plan communication dimensions as well as components, management of project communication methods and communication skills.
- Management of Project Risk (8%)
The eleventh subject area addresses 7 processes in project management in the knowledge area of project risk management, including the techniques, tools, inputs, and outputs in the mentioned processes, and key documents in the management of project risks. Other subtopics tackle performing calculations of simple risks and knowing when there is risk-based adjustment demand as a result of the project environment and how this happens.
- Project Management Introduction (6%)
In the first domain of the CAPM certification exam, there are four subsections. The first one is about your understanding of 5 process groups in project management and processes in each group. The second area covers recognizing relationships among operational management, program, portfolio, and project. In the third section, the lifecycle of a project is comprehensively defined. The last part addresses one’s understanding of the importance & functions of tailoring in different projects.
NEW QUESTION 101
How can a project manager represent a contingency reserve in the schedule?
- A. Milestones representing the completion of deliverables
- B. Additional duration estimates in response to identified risks that have been accepted
- C. Additional weeks of work to account for unknown-unknowns risks
- D. Task duration estimates of the best case scenarios
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/library/model-risk-contingency-reserve-9310
NEW QUESTION 102
A project manager needs to tailor the Project Cost Management process. Which considerations should the project manager apply?
- A. Stakeholder's relationships
- B. Knowledge management
- C. Technical expertise
- D. Diversity background
Answer: B
Explanation:
Section: Volume E
Explanation
NEW QUESTION 103
A tool and technique used during the Perform Qualitative Risk Analysis process is:
- A. risk audits.
- B. risk data quality assessment.
- C. data gathering and representation techniques.
- D. variance and trend analysis.
Answer: B
NEW QUESTION 104
A project manager needs to demonstrate that the project meets quality standards and success criteria. For that reason, the project manager is defining the quality objectives of the project, the quality tools that will be used, and quality metrics for the project deliverables.
Which process is the project manager executing?
- A. Control Quality
- B. Manage Quality
- C. Plan Quality Management
- D. Plan Scope Management
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://www.projectmanager.com/blog/project-quality-management-quick-guide
NEW QUESTION 105
The following is a network diagram for a project.
What is the critical path for the project?
- A. A-C-E-G
- B. A-B-D-G
- C. A-C-F-G
- D. A-B-E-G
Answer: C
NEW QUESTION 106
Which of the following is an input to the Direct and Manage Project Execution process?
- A. Approved contract documentation
- B. Approved change requests
- C. Work performance information
- D. Rejected change requests
Answer: B
Explanation:
Section: Volume D
NEW QUESTION 107
Which process involves aggregating the estimated costs of the individual schedule activities or work packages?
- A. Estimate Costs
- B. Control Costs
- C. Estimate Activity Resources
- D. Determine Budget
Answer: D
Explanation:
Explanation/Reference:
Explanation:
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
NEW QUESTION 108
Requirements documentation will typically contain at least:
- A. Stakeholder requirements, staffing requirements, and transition requirements.
- B. Business objectives, stakeholder impact, and functional requirements.
- C. Business requirements, the stakeholder register, and functional requirements.
- D. Stakeholder impact, budget requirements, and communications requirements.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
5.2.3.1 Requirements Documentation
Requirements documentation describes how individual requirements meet the business need for the project.
Requirements may start out at a high level and become progressively more detailed as more about the requirements is known. Before being baselined, requirements need to be unambiguous (measurable and testable), traceable, complete, consistent, and acceptable to key stakeholders. The format of a requirements document may range from a simple document listing all the requirements categorized by stakeholder and priority, to more elaborate forms containing an executive summary, detailed descriptions, and attachments.
Components of requirements documentation can include, but, are not limited to:
Business requirements, including:
○ Business and project objectives for traceability;
○ Business rules for the performing organization; and
○ Guiding principles of the organization
* Stakeholder requirements, including:
○ Impacts to other organizational areas;
○ Impacts to other entities inside or outside the performing organization; and
○ Stakeholder communication and reporting requirements.
* Solution requirements, including:
○ Functional and nonfunctional requirements;
○ Technology and standard compliance requirements;
○ Support and training requirements;
○ Quality requirements; and
○ Reporting requirements, etc. (solution requirements can be documented textually, in models, or both).
Project requirements, such as:
○ Levels of service, performance, safety, compliance, etc.; and
○ Acceptance criteria.
Transition requirements.
Requirements assumptions, dependencies, and constraints.
NEW QUESTION 109
Which grid shows which resources are tied to work packages?
- A. Work breakdown structure (WBS)
- B. Project assignment chart
- C. Responsibility assignment matrix (RAM)
- D. Personnel assignment matrix
Answer: C
NEW QUESTION 110
The individual or group that provides resources and support for a project and is accountable for success is the:
- A. business partners
- B. customer
- C. functional managers
- D. sponsor
Answer: D
NEW QUESTION 111
According to the PMI Talent Triangle, leadership skills relate to the ability to:
- A. guide, motivate, and direct a team to reach project goals
- B. tailor traditional and agile tools for the project
- C. work with stakeholders to develop an appropriate project delivery
- D. understand the high-level overview of the organization
Answer: A
NEW QUESTION 112
Which of the following best correspond to the organizational process assets (OPAs) that affect the project?
- A. Information technology software and employee capability
- B. Policies and lessons learned from other projects
- C. Marketplace conditions and legal restrictions
- D. Resource availability and employee capability
Answer: B
NEW QUESTION 113
Which of the following documents allows the project manager to assess risks that may require near term action?
- A. Probability and impact matrix
- B. Rolling wave plan
- C. Contingency analysis report
- D. Risk urgency assessment
Answer: D
Explanation:
Explanation/Reference:
Explanation:
11.3.2.5 Risk Urgency Assessment
Risks requiring near-term responses may be considered more urgent to address. Indicators of priority may include probability of detecting the risk, time to affect a risk response, symptoms and warning signs, and the risk rating. In some qualitative analyses, the assessment of risk urgency is combined with the risk ranking that is determined from the probability and impact matrix to give a final risk severity rating.
NEW QUESTION 114
Assigned risk ratings are based upon:
- A. Root cause analysis.
- B. Risk probability and impact assessment.
- C. Expert judgment.
- D. Revised stakeholders' tolerances.
Answer: B
Explanation:
Section: Volume C
Explanation:
11.3.2.2 Probability and Impact Matrix
Definition: can be prioritized for further quantitative analysis and planning risk responses based on their risk rating.
Ratings are assigned to risks based on their assessed probability and impact. Evaluation of each risk's importance and priority for attention is typically conducted using a look-up table or a probability and impact matrix. Such a matrix specifies combinations of probability and impact that lead to rating the risks as low, moderate, or high priority. Descriptive terms or numeric values can be used depending on organizational preference.
Probability and impact matrix. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project's objectives. A typical approach to prioritizing risks is to use a look-up table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as "high," "moderate," or "low" importance are usually set by the organization.
NEW QUESTION 115
A project manager should communicate to stakeholders about resolved project issues by updating the:
- A. stakeholder register
- B. project reports
- C. project records
- D. stakeholder notifications
Answer: D
Explanation:
Section: Volume B
Explanation:
10.2.3.4 Organizational Process Assets Updates
The organizational process assets, which may be updated include, but are not limited to:
Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved
changes, and general project status.
Project reports. Formal and informal project reports describe project status and include lessons learned,
issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-13).
Project presentations. The project team provides information formally or informally to any or all of the
project stakeholders. The information and presentation method should be relevant to the needs of the audience.
Project records. Project records may include correspondence, memos, meeting minutes, and other
documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project notebook or register, which could be physical or electronic.
Feedback from stakeholders. Information received from stakeholders concerning project operations is
distributed and used to modify or improve future performance of the project.
Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the
corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.
NEW QUESTION 116
Which of the following is an input to Develop Human Resource Plan?
- A. Team performance assessment
- B. Roles and responsibilities
- C. Staffing management plan
- D. Enterprise environmental factors
Answer: D
Explanation:
Section: Volume D
NEW QUESTION 117
A project management office manages a number of aspects including the:
- A. Project scope, schedule, cost, and quality of the products of the work packages.
- B. Central coordination of communication management across projects.
- C. Assignment of project resources to best meet project objectives.
- D. Overall risk, overall opportunity, and interdependencies among projects at the enterprise level.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
1.4.4 Project Management Office
A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:
Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best
practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Controlling. Controlling PMOs provide support and require compliance through various means.
Compliance may involve adopting project management frameworks or methodologies, using specific
templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.
Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of
control provided by the PMO is high.
The PMO integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are being fulfilled. The PMO is the natural liaison between the organization's portfolios, programs, projects, and the corporate measurement systems (e.g. balanced scorecard).
The projects supported or administered by the PMO may not be related, other than by being managed together.
The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports.
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project, to make recommendations, or to terminate projects or take other actions, as required, to remain aligned with the business objectives. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.
A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:
Managing shared resources across all projects administered by the PMO;
Identifying and developing project management methodology, best practices, and standards;
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards, policies, procedures, and templates by
means of project audits;
Developing and managing project policies, procedures, templates, and other shared documentation
(organizational process assets);
and
Coordinating communication across projects.
Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts are aligned with the strategic needs of the organization. Differences between the role of project managers and a PMO may include the following:
The project manager focuses on the specified project objectives, while the PMO manages major program
scope changes, which may be seen as potential opportunities to better achieve business objectives.
The project manager controls the assigned project resources to best meet project objectives, while the
PMO optimizes the use of shared organizational resources across all projects.
The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual
projects, while the PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.
NEW QUESTION 118
Which Process Group and Knowledge Area include the Sequence Activities process?
- A. Executing Process Group and Project Cost Management
- B. Executing Process Group and Project Time Management
- C. Planning Process Group and Project Time Management
- D. Planning Process Group and Project Cost Management
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Knowledge Areas
1. 4. Project Integration Management
2. 5. Project Scope Management
3. 6. Project Time Management
4. 7. Project Cost Management
5. 8. Project Quality Management
6. 9. Project Human Resource Management
7. 10.Project Communications Management
8. 11.Project Risk Management
9. 12.Project Procurement Management
10.13.Project Stakeholder Management
Planning Process Group
4.2 Develop Project Management Plan
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
8.1 Plan Quality Management
9.1 Plan Human Resource Management
10.1 Plan Communications Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12.1 Plan Procurement Management
13.2 Plan Stakeholder Management
NEW QUESTION 119
The chart below is an example of a:
- A. Work breakdown structure (WBS)
- B. RACI chart
- C. Requirements traceability matrix
- D. Responsibility assignment matrix (RAM)
Answer: C
NEW QUESTION 120
Which of the following is an input to Control Scope?
- A. Organizational process assets updates
- B. Project document updates
- C. Work performance information
- D. Project schedule
Answer: C
NEW QUESTION 121
Conditions that are not under the control of the project team that influence, direct, or constrain a project are called:
- A. Organizational process assets
- B. Context diagrams
- C. Work performance reports
- D. Enterprise environmental factors
Answer: D
NEW QUESTION 122
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