Series 9: Latest CAPM Questions And Answers

QUESTION 402
Which Project Management Process Group includes Collect Requirements, Define Activities, Sequence Activities, Perform Qualitative Risk Analysis, and Perform Quantitative Risk Analysis?

A. Initiating
B. Monitoring and Controlling
C. Planning
D. Closing

Correct Answer: C

Explanation:
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
QUESTION 403
A work package has been scheduled to cost $1,000 to complete and was to be finished today. As of today, the actual expenditure is $1,200 and approximately half of the work has been completed. What is the cost variance?
A. -700
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B. -200
C. 200
D. 500
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 404
Which type of managers do composite organizations involve?
A. Functional managers and manager of project managers
B. Functional managers only
C. Project managers only
D. Technical managers and project managers
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 405
Assigned risk ratings are based upon:
A. Root cause analysis.
B. Risk probability and impact assessment.
C. Expert judgment.
D. Revised stakeholders’ tolerances.
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
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.
QUESTION 406
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Which tool is used to develop technical details within the project management plan?
A. Expert judgment
B. Project management methodology
C. Project management information system (PMIS)
D. Project selection methods
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization, Consultants,
Stakeholders, including customers or sponsors, Professional and technical associations, Industry groups,
Subject matter experts (SME), and Project management office (PMO).
QUESTION 407
What is the name of a graphic display of project team members and their reporting relationships?
A. Role dependencies chart
B. Reporting flow diagram
C. Project organization chart
D. Project team structure diagram
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
QUESTION 408
Which of the following consists of the detailed project scope statement and its associated WBS and WBS dictionary?
A. Scope plan
B. Product scope
C. Scope management plan
D. Scope baseline
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
5.4.3.1 Scope Baseline
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The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information
QUESTION 409
What type of reward can hurt team cohesiveness?
A. Sole-sum
B. Win-lose
C. Lose-win
D. Partial-sum
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
Recognition and rewards. Clear criteria for rewards and a planned system for their use help promote and reinforce desired behaviors. To be effective, recognition and rewards should be based on activities and performance under a person’s control. For example, a team member who is to be rewarded for meeting cost objectives should have an appropriate level of control over decisions that affect expenses. Creating a plan with established times for distribution of rewards ensures that recognition takes place and is not forgotten.
Recognition and rewards are part of the Develop Project Team process (Section 9.3).
Process: 9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills
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and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates
QUESTION 410
What type of planning is used where the work to be accomplished in the near term is planned in detail, while work in the future is planned at a higher level?
A. Finish-to-start planning
B. Rolling wave planning
C. Short term planning
D. Dependency determination
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.2.2.2 Rolling Wave Planning
Rolling 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 is planned 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 less defined, 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 be decomposed into activities.
QUESTION 411
Which Develop Schedule tool and technique produces a theoretical early start date and late start date?
A. Critical path method
B. Variance analysis
C. Schedule compression
D. Schedule comparison bar charts
Correct Answer: A Section: Volume C Explanation
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Explanation/Reference:
Explanation:
6.6.2.2 Critical Path Method
The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.
On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near- critical paths.
Process: 6.6 Develop Schedule
Definition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Project schedule network diagrams
5. Activity resource requirements
6. Resource calendars
7. Activity duration estimates
8. Project scope statement
9. Risk register
10. Project staff assignments
11. Resource breakdown structure
12. Enterprise environmental factors
13. Organizational process assets
Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource optimization techniques
5. Modeling techniques
6. Leads and lags
7. Schedule compression
8. .Scheduling tool
Outputs
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1. Schedule baseline
2. .Project schedule
3. Schedule data
4. Project calendars
5. Project management plan updates
6. Project documents updates
QUESTION 412
Perform Quality Control is accomplished by:
A. Identifying quality standards that are relevant to the project and determining how to satisfy them.
B. Monitoring and recording the results of executing the quality activities to assess performance and recommend necessary changes.
C. Ensuring that the entire project team has been adequately trained in quality assurance processes.
D. Applying Monte Carlo, sampling, Pareto analysis, and benchmarking techniques to ensure conformance to quality standards.
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
QUESTION 413
Which type of estimating can produce higher levels of accuracy, depending upon the sophistication and underlying data built into the model?
A. Bottom-up
B. Three-point
C. Parametric
D. Analogous
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
Explanation:
7.2.2.3 Parametric Estimating
Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model.
Parametric cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.
QUESTION 414
Activity resource requirements and the resource breakdown structure (RBS) are outputs of which Project Time Management process?
A. Control Schedule
B. Define Activities
C. Develop Schedule
D. Estimate Activity Resources
Correct Answer: D
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Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.4.3.2 Resource Breakdown Structure
The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include labor, material, equipment, and supplies. Resource types may include the skill level, grade level, or other information as appropriate to the project. The resource breakdown structure is useful for organizing and reporting project schedule data with resource utilization information.
Process: 6.4 Estimate Activity Resources
Definition: Activity Resources is the process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Resource calendars
5. Risk register
6. Activity cost estimates
7. Enterprise environmental factors
8. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Alternative analysis
3. Published estimating data
4. Bottom-up estimating
5. Project management software
Outputs
1. Activity resource requirements
2. Resource breakdown structure
3. Project documents updates
QUESTION 415
Which of the following statements best describes the influence of stakeholders and the cost of changes as project time advances?
A. The influence of the stakeholders increases, the cost of changes increases.
B. The influence of the stakeholders decreases, the cost of changes increases.
C. The influence of the stakeholders increases, the cost of changes decreases.
D. The influence of the stakeholders decreases, the cost of changes decreases.
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
QUESTION 416
Which process includes prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact?
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A. Perform Qualitative Risk Analysis
B. Perform Quantitative Risk Analysis
C. Plan Risk Management
D. Plan Risk Responses
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
Explanation:
Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Project documents updates
QUESTION 417
A change log for communications can be used to communicate to the appropriate stakeholders that there are changes:
A. To the project management plan.
B. To the risk register.
C. In the scope verification processes.
D. And their impact to the project in terms of time, cost, and risk.
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
4.5.3.2 Change Log
A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.
13.3.1.3 Change Log
Described in Section 4.5.3.2. A change log is used to document changes that occur during a project. These
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changes—and their impact on the project in terms of time, cost, and risk—are communicated to the appropriate stakeholders.
QUESTION 418
A procurement management plan is a subsidiary of which other type of plan?
A. Resource plan
B. Project management plan
C. Cost control plan
D. Expected monetary value plan
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1), Schedule baseline (Section 6.6.3.1), and Cost baseline (Section 7.3.3.1)
Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1), Requirements management plan (Section 5.1.3.2), Schedule management plan (Section 6.1.3.1), Cost management plan (Section 7.1.3.1),
Quality management plan (Section 8.1.3.1), Process improvement plan (Section 8.1.3.2),
Human resource management plan (Section 9.1.3.1), Communications management plan (Section 10.1.3.1), Risk management plan (Section 11.1.3.1),
Procurement management plan (Section 12.1.3.1), and Stakeholder management plan (Section 13.2.3.1)
12.1.3.1 Procurement Management Plan
Definition: Procurement management plan is a component of the project management plan that describes how a project team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be managed from developing procurement documents through contract closure.
The procurement management plan can include guidance for:
Types of contracts to be used; Risk management issues;
Whether independent estimates will be used and whether they are needed as evaluation criteria;
Those actions the project management team can take unilaterally, if the performing organization has a prescribed procurement, contracting, or purchasing department;
Standardized procurement documents, if needed; Managing multiple suppliers;
Coordinating procurement with other project aspects, such as scheduling and performance reporting; Any constraints and assumptions that could affect planned procurements;
Handling the long lead times to purchase certain items from sellers and coordinating the extra time needed to procure these items with the development of the project schedule;
Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes; the scheduled dates in each contract for the contract deliverables and coordinating with
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the schedule development and control processes;
Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk;
Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS);
Establishing the form and format to be used for the procurement/contract statements of work; Identifying prequalified sellers, if any, to be used; and
Procurement metrics to be used to manage contracts and evaluate sellers.
A procurement management plan can be formal or informal, can be highly detailed or broadly framed, and is based upon the needs of each project.
QUESTION 419
An electronics firm authorizes a new project to develop a faster, cheaper, and smaller laptop after improvements in the industry and electronics technology. With which of the following strategic considerations is this project mainly concerned?
A. Customer request
B. Market demand
C. Technological advance
D. Strategic opportunity
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
QUESTION 420
Which of the following processes are part of the Project Integration Management Knowledge Area?
A. Develop Project Management Plan, Collect Requirements, Create WBS
B. Develop Project Management Plan, Control Scope, Develop Schedule
C. Develop Project Charter, Define Scope, Estimate Costs
D. Develop Project Charter, Direct and Manage Project Execution, Close Project or Phase
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
4. Project Integration Management
4.1 Develop Project Charter
4.2 Develop Project Management Plan
4.3 Direct and Manage Project Work
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project or Phase
QUESTION 421
What tool and technique is used to determine whether work and deliverables meet requirements and product acceptance criteria?
A. Decomposition
B. Benchmarking
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C. Inspection
D. Checklist analysis
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
QUESTION 422
To which process is work performance information an input?
A. Administer Procurements
B. Direct and Manage Project Execution
C. Create WBS
D. Perform Qualitative Risk Analysis
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 423
Which defines the portion of work included in a contract for items being purchased or acquired?
A. Procurement management plan
B. Evaluation criteria
C. Work breakdown structure
D. Procurement statement of work
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
QUESTION 424
Cost baseline is an output of which of the following processes?
A. Control Costs
B. Determine Budget
C. Estimate Costs
D. Estimate Activity Resources
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
7.3.3.1 Cost Baseline
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The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.
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
QUESTION 425
Which group creativity technique asks a selected group of experts to answer questionnaires and provide feedback regarding the responses from each round of requirements gathering?
A. The Delphi technique
B. Nominal group technique
C. Affinity diagram
D. Brainstorming
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
Explanation:
Delphi technique. The Delphi technique is a way to reach a consensus of experts. Project risk experts participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then recirculated to the experts for further comment.
Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.
QUESTION 426
At which point of the project is the uncertainty the highest and the risk of failing the greatest?
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A. Final phase of the project
B. Start of the project
C. End of the project
D. Midpoint of the project
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
QUESTION 427
What type of project structure is a hierarchically organized depiction of the resources by type?
A. Organizational breakdown structure (OBS)
B. Resource breakdown structure (RBS)
C. Work breakdown structure (WBS)
D. Project breakdown structure (PBS)
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.4.3.2 Resource Breakdown Structure
The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include labor, material, equipment, and supplies. Resource types may include the skill level, grade level, or other information as appropriate to the project. The resource breakdown structure is useful for organizing and reporting project schedule data with resource utilization information.
QUESTION 428
When can pre-assignment of project team members occur?
A. When the project uses capital expenditures
B. When the required staff can be acquired from outside sources
C. When the project would be ignored due to travel expenses
D. When the project is the result of specific people being promised as part of a competitive proposal
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
9.2.2.1 Pre-assignment
When project team members are selected in advance, they are considered pre-assigned. This situation can occur if the project is the result of specific people being identified as part of a competitive proposal, if the project is dependent upon the expertise of particular persons, or if some staff assignments are defined within the project charter.
QUESTION 429
An output of the Create WBS process is:
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A. Scope baseline.
B. Project scope statement.
C. Organizational process assets.
D. Requirements traceability matrix.
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
Explanation:
5.4.3.1 Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information
Process: 5.4 Create WBS
Definition: 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 plan
2. Project scope statement
3. Requirements documentation
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Decomposition
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2. Expert judgment
Outputs
1. Scope baseline
2. Project documents updates
QUESTION 430
Change requests are an output from which Project Integration Management process?
A. Direct and Manage Project Execution
B. Develop Project Management Plan
C. Close Project
D. Develop Project Charter
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 431
Which process involves aggregating the estimated costs of the individual schedule activities or work packages?
A. Estimate Costs
B. Estimate Activity Resources
C. Control Costs
D. Determine Budget
Correct Answer: D Section: Volume C 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
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Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
QUESTION 432
Plan Risk Management is the process of defining how to:
A. Communicate identified risks to the project stakeholders.
B. Conduct risk management activities for a project.
C. Analyze the impact a specific risk may have on the project.
D. Address unexpected risks that may occur during a project.
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
Process: 11.1 Plan Risk Management
Definition: The process of defining how to conduct risk management activities for a project.
Key Benefit: The key benefit of this process is it ensures that the degree, type, and visibility of risk management are commensurate with both the risks and the importance of the project to the organization. The risk management plan is vital to communicate with and obtain agreement and support from all stakeholders to ensure the risk management process is supported and performed effectively over the project life cycle.
Inputs
1. Project management plan
2. Project charter
3. Stakeholder register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Analytical techniques
2. Expert judgment
3. Meetings
Outputs
1. Risk management plan
QUESTION 433
If the most likely duration of an activity is five weeks, the best-case duration is two weeks, and the worst-case duration is 14 weeks, how many weeks is the expected duration of the activity?
A. One
B. Five
C. Six
D. Seven
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
Explanation:
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E = (a + 4m + b) / 6
(2+ (4*5) +14)=36 /6 =6
QUESTION 434
The CPI is .92, and the EV is US$172,500.What is the actual cost of the project?
A. US$158,700
B. US$172,500
C. US$187,500
D. US$245,600
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
Explanation:
CPI = budgeted cost of work performed (BCWP) / actual cost of work performed (ACWP) US$172,500 / US$187,500 = 0.92
QUESTION 435
Which type of analysis is used to examine project results through time to determine if performance is improving or deteriorating?
A. Control chart
B. Earned value
C. Variance
D. Trend
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.7.2.1 Performance Reviews
Performance reviews measure, compare, and analyze schedule performance such as actual start and finish dates, percent complete, and remaining duration for work in progress. Various techniques may be used, among them:
Trend analysis. Trend analysis examines project performance over time to determine whether performance is improving or deteriorating. Graphical analysis techniques are valuable for understanding performance to date and for comparison to future performance goals in the form of completion dates.
Critical path method (Section 6.6.2.2). Comparing the progress along the critical path can help determine schedule status. The variance on the critical path will have a direct impact on the project end date. Evaluating the progress of activities on near critical paths can identify schedule risk.
Critical chain method (Section 6.6.2.3). Comparing the amount of buffer remaining to the amount of buffer needed to protect the delivery date can help determine schedule status. The difference between the buffer needed and the buffer remaining can determine whether corrective action is appropriate.
Earned value management (Section 7.4.2.1). Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI), are used to assess the magnitude of variation to the original schedule baseline. The total float and early finish variances are also essential planning components to evaluate project time performance. Important aspects of schedule control include determining the cause and degree of variance relative to the schedule baseline (Section 6.6.3.1), estimating the implications of those variances for future work to completion, and deciding whether corrective or preventive action is required. For example, a major delay on any activity not on the critical path may have little effect on the overall project schedule, while a much shorter delay on a critical or near-critical activity may require immediate action. For
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projects not using earned value management, similar variance analysis can be performed by comparing planned activity start or finish dates against actual start or finish dates to identify variances between the schedule baseline and actual project performance. Further analysis can be performed to determine the cause and degree of variance relative to the schedule baseline and any corrective or preventative actions needed.
QUESTION 436
Which is one of the major outputs of Sequence Activities?
A. Responsibility assignment matrix (RAM)
B. Work breakdown structure (WBS) update
C. Project schedule network diagram
D. Mandatory dependencies list
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.3.3.1 Project Schedule Network Diagrams
A project schedule network diagram is a graphical representation of the logical relationships, also referred to as dependencies, among the project schedule activities. Figure 6-11 illustrates a project schedule network diagram. A project schedule network diagram is produced manually or by using project management software. It can include full project details, or have one or more summary activities. A summary narrative can accompany the diagram and describe the basic approach used to sequence the activities. Any unusual activity sequences within the network should be fully described within the narrative.
Process: 6.3 Sequence Activities
Definition: 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.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags
Outputs
1. Project schedule network diagrams
2. Project documents updates
QUESTION 437
The Human Resource Management processes are:
A. Develop Human Resource Plan, Acquire Project Team, Develop Project Team, and Manage Project Team.
B. Acquire Project Team, Manage Project Team, Manage Stakeholder Expectations, and Develop Project Team.
C. Acquire Project Team, Develop Human Resource Plan, Conflict Management, and Manage Project Team.
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D. Develop Project Team, Manage Project Team, Estimate Activity Resources, and Acquire Project Team.
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 438
What are the formal and informal policies, procedures, and guidelines that could impact how the project’s scope is managed?
A. Organizational process assets
B. Enterprise environmental factors
C. Project management processes
D. Project scope management plan
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
Explanation:
2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization’s knowledge bases such as lessons learned and historical information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
QUESTION 439
Organizational planning impacts projects by means of project prioritization based on risk, funding, and an organizations:
A. Budget plan
B. Resource plan
C. Scope plan
D. Strategic plan
Correct Answer: D Section: Volume C Explanation
Explanation/Reference:
Explanation:
4.1.1.1 Project Statement of Work
The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or as part of a contract. The SOW references the following:
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Business need. An organization’s business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-beneft analysis are contained in the business case to justify the project.
Product scope description. The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need that the project will address.
Strategic plan. The strategic plan documents the organization’s strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization’s strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization.
QUESTION 440
When does Monitor and Control Risks occur?
A. At project initiation
B. During work performance analysis
C. Throughout the life of the project
D. At project milestones
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
QUESTION 441
Conflict should be best addressed in which manner?
A. Early, in private, using a direct, collaborative approach
B. Early, in public, using an indirect, collaborative approach
C. Early, in private, using an indirect, cooperative approach
D. As late as possible, in public, using a direct, confrontational approach
Correct Answer: A Section: Volume C Explanation
Explanation/Reference:
QUESTION 442
The project management processes presented in the PMBOK Guide® should:
A. always be applied uniformly.
B. be selected as appropriate by the sponsor.
C. be selected as appropriate by the project team.
D. be applied based on ISO guidelines.
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
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QUESTION 443
Which type of contract is most commonly used by buying organizations because the price for goods is set at the outset and is not subject to change unless the scope of work changes?
A. Fixed Price with Economic Price Adjustments Contract (FP-EPA)
B. Cost-Reimbursable Contract (CR)
C. Firm-Fixed -Price Contract (FFP)
D. Fixed-Price-Incentive-Fee Contract (FPIF)
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
Explanation:
Firm Fixed Price Contracts (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. Any cost increase due to adverse performance is the responsibility of the seller, who is obligated to complete the effort. Under the FFP contract, the buyer should precisely specify the product or services to be procured, and any changes to the procurement specification can increase the costs to the buyer.
QUESTION 444
Which schedule compression technique has phases or activities done in parallel that would normally have been done sequentially?
A. Crashing
B. Fast tracking
C. Leads and lags adjustment
D. Parallel task development
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
6.6.2.7 Schedule Compression
Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.
QUESTION 445
What is the definition of Direct and Manage Project Execution?
A. Integrating all planned activities
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B. Performing the activities included in the plan
C. Developing and maintaining the plan
D. Execution of deliverables
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
QUESTION 446
What name(s) is (are) associated with the Plan-Do-Check-Act cycle?
A. Pareto
B. Ishikawa
C. Shewhart-Deming
D. Delphi
Correct Answer: C Section: Volume C Explanation
Explanation/Reference:
QUESTION 447
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.
Correct Answer: D Section: Volume C 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
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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.
QUESTION 448
Which of the following techniques is used during Control Scope?
A. Cost-benefit analysis
B. Variance analysis
C. Reserve analysis
D. Stakeholder analysis
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
Explanation:
5.6.2.1 Variance Analysis
Variance analysis is a technique for determining the cause and degree of difference between the baseline and
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actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline (Section 5.4.3.1) and deciding whether corrective or preventive action is required.
Process: 5.6 Control Scope
Definition: The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Key Benefit: The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Work performance data
5. Organizational process assets
Tools & Techniques
1. Variance analysis
Outputs
1. Work performance information
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
QUESTION 449
As part of a mid-project evaluation, the project sponsor has asked for a forecast of the total project cost. What should be used to calculate the forecast?
A. BAC
B. EAC
C. ETC
D. WBS
Correct Answer: B Section: Volume C Explanation
Explanation/Reference:
QUESTION 450
A weighting system is a tool for which area of Conduct Procurements?
A. Plan contracting
B. Requesting seller responses
C. Selecting seller’s
D. Planning purchase and acquisition
Correct Answer: C Section: Volume D Explanation
Explanation/Reference:
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Explanation:
Process: 12.2 Conduct Procurements
Definition: Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract.
Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
Inputs
1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets
Tools & Techniques
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations
Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates
QUESTION 451
Which type of chart is a graphic representation of a process showing the relationships among process steps?
A. Control
B. Bar
C. Flow
D. Pareto
Correct Answer: C Section: Volume D Explanation
Explanation/Reference:
QUESTION 452
What is the schedule performance index (SPI) using the following data? BAC = $100,000 PV = $50,000 AC =
$80,000 EV = $40,000
A. 1
B. 0.4
C. 0.5
D. 0.8
Correct Answer: D
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Section: Volume D Explanation
Explanation/Reference:

Series 9: Latest CAPM Questions And Answers

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