[Dec 24, 2021] Pass PMI Certification CAPM Exam With 1090 Questions
Ultimate Guide to Prepare Free PMI CAPM Exam Questions & Answer
Benefits of Passing This Exam
The PMI CAPM certification brings several benefits to its holders:
- CAPM passers know project management tools and techniques crucial to the overall efficiency of project management. Having this certification improves project success and client satisfaction as it shows commitment and increases customers’ confidence in the candidate’s skills and abilities.
- The CAPM certificate holders are recognized as more knowledgeable and skillful than other employees. They align their work with standards required by project management teams. Thus, organizations tend to give them greater responsibilities.
- Passing a certification exam is an achievement that increases self-confidence. It gives instant recognition and respect. It also improves employment prospects. Companies provide preference to CAPM passers, leading to better career opportunities.
- The CAPM has global recognition, which means various organizations around the world accept it. Since exam-passers are known to be knowledgeable specialists, organizations may use them to win more contracts with customers.
- It proves the understanding of project management fundamentals, which are essential to improve the project’s success rates. By preparing for the official test, candidates learn about project management tools and techniques, time and cost management, human resource management, quality management, and more.
- Having the CAPM certificate allows holders to pursue the PMP certification. As the PMP requires candidates to attend 35 hours of project management training, holding the CAPM certification can be used instead.
How to study CAPM Exam
PMI offered the following courses and books help you prepare for the certification tests.
- Project Management Basics - the official PMI online course
- CAPM handbook
- A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition.
NEW QUESTION 550
Which tools and techniques will a project manager use to develop a project charter?
- A. Expert judgment, data gathering. scope statement, schedule baseline, and meetings
- B. Lessons learned database. Interpersonal and team skills, cost baseline, and meetings
- C. Expert judgment, data gathering. interpersonal and team skills, and meetings
- D. Project manager experience, expert judgment, scope statement, and meetings
Answer: C
NEW QUESTION 551
Which process involves developing an approximation of the monetary resources needed to complete project activities?
- A. Estimate Costs
- B. Determine Budget
- C. Control Costs
- D. Plan Cost Management
Answer: A
Explanation:
Explanation/Reference:
Explanation:
Process: 7.2 Estimate Costs
Definition: The process of developing an approximation of the monetary resources needed to complete project activities.
Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.
Inputs
1. Cost management plan
2. Human resource management plan
3. Scope baseline
4. Project schedule
5. Risk register
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Bottom-up estimating
5. Three-point estimating
6. Reserve analysis
7. Cost of quality
8. Project management software
9. Vendor bid analysis
10.Group decision-making techniques
Outputs
1. Activity cost estimates
2. Basis of estimates
3. Project documents updates
NEW QUESTION 552
Which is an output of the Collect Requirements process?
- A. WBS dictionary
- B. Project scope statement
- C. Work performance measurements
- D. Requirements traceability matrix
Answer: D
Explanation:
Section: Volume E
Explanation:
5.2.3.2 Requirements Traceability Matrix
The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope.
Tracing includes, but is not limited to, tracing requirements for the following:
Business needs, opportunities, goals, and objectives;
Project objectives;
Project scope/WBS deliverables;
Product design;
Product development;
Test strategy and test scenarios; and
High-level requirements to more detailed requirements.
Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders' satisfaction may include stability, complexity, and acceptance criteria.
Process: 5.2 Collect Requirements
Definition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.
Inputs
1. Scope management plan
2. Requirements management plan
3. Stakeholder management plan
4. Project charter
5. Stakeholder register
Tools & Techniques
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10.Context diagrams
11.Document analysis
Outputs
1. Requirements documentation
2. Requirements traceability matrix
NEW QUESTION 553
The product scope description is used to:
- A. Describe the project in great detail.
- B. Progressively elaborate the characteristics of the product, service, or result.
- C. Define the process and criteria for accepting a completed product, service, or result.
- D. Gain stakeholders' support for the project.
Answer: B
Explanation:
Section: Volume C
Explanation
Explanation:
5.3.3.1 Project Scope Statement
The project scope statement is the description of the project scope, major deliverables, assumptions, and constraints. The project scope statement documents the entire scope, including project and product scope. It describes, in detail, the project's deliverables and the work required to create those deliverables. It also provides a common understanding of the project scope among project stakeholders. It may contain explicit scope exclusions that can assist in managing stakeholder expectations. It enables the project team to perform more detailed planning, guides the project team's work during execution, and provides the baseline for evaluating whether requests for changes or additional work are contained within or outside the project's boundaries.
The degree and level of detail to which the project scope statement defines the work that will be performed and the work that is excluded can help determine how well the project management team can control the overall project scope. The detailed project scope statement, either directly, or by reference to other documents, includes the following:
Product scope description. Progressively elaborates the characteristics of the product, service, or result
described in the project charter and requirements documentation.
Acceptance criteria. A set of conditions that is required to be met before deliverables are accepted.
Deliverable. Any unique and verifiable product, result, or capability to perform a service that is required to be
produced to complete a process, phase, or project. Deliverables also include ancillary results, such as project management reports and documentation. These deliverables may be described at a summary level or in great detail.
NEW QUESTION 554
Which basic quality tool is most useful when gathering attributes data in an inspection to identify defects?
- A. Pareto diagrams
- B. Control charts
- C. Checksheets
- D. Ishikawa diagrams
Answer: C
Explanation:
Section: Volume A
Explanation:
Checksheets, which are also known as tally sheets and may be used as a checklist when gathering data.
Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects. For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams.
NEW QUESTION 555
Which action should the project manager take after the team finishes executing the scope?
- A. Conduct a joint session with the customer, change the deliverables, and then request approval
- B. Verify the deliverables to ensure that they are correct and meet the customer's satisfaction
- C. Check that all change requests were implemented and release deliverables to the customer
- D. Accept all the deliverables and deliver them to the customer for final acceptance
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 556
Most experienced project managers know that:
- A. project management techniques are risk free.
- B. there is only one way to manage projects successfully.
- C. every project requires the use of all processes in the PMBOK Guide.
- D. there is no single way to manage a project.
Answer: D
Explanation:
Section: Volume C
NEW QUESTION 557
The diagram below is an example of a:
- A. Project team.
- B. SWOT Analysis.
- C. Work breakdown structure (WBS).
- D. Risk breakdown structure (RBS).
Answer: D
NEW QUESTION 558
The document that guides project execution, monitoring and control, and closure is called:
- A. The integration plan
- B. The project charter
- C. The execution plan
- D. The project management plan
Answer: D
NEW QUESTION 559
The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:
- A. tolerance
- B. management
- C. appetite
- D. response
Answer: C
Explanation:
Section: Volume B
Explanation
Explanation:
11 PROJECT RISK MANAGEMENT
[..]
Organizations perceive risk as the effect of uncertainty on projects and organizational objectives. Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:
Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.
Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual will withstand.
Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which a
stakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate the risk.
For example, an organization's risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response.
Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.
NEW QUESTION 560
When managing costs in an agile environment, what should a project manager consider?
- A. Agile environments make cost aggregation more difficult
- B. Detailed cost calculations benefit from frequent changes
- C. Lightweight estimation methods can be used as changes arise
- D. Agile environments make projects costlier and uncertain
Answer: C
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 561
Which is an example of Administer Procurements?
- A. Negotiating the contract
- B. Establishing evaluation criteria
- C. Developing the statement of work
- D. Authorizing contractor work
Answer: D
Explanation:
Section: Volume C
NEW QUESTION 562
Under which circumstances should multiple projects be grouped in a program?
- A. When they are needed to accomplish a set of goals and objectives for an organization
- B. When they have the same scope, budget, and schedule
- C. When they are from the same unit of the organization
- D. When they have the same project manager and the same organizational unit
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 563
Which Define Activities tool or technique is used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts?
- A. Decomposition
- B. Project analysis
- C. Inspection
- D. Document analysis
Answer: A
Explanation:
Section: Volume B
Explanation:
5.4.2.1 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively manage the project. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following activities:
Identifying and analyzing the deliverables and related work;
Structuring and organizing the WBS;
Decomposing the upper WBS levels into lower-level detailed components;
Developing and assigning identification codes to the WBS components; and
Verifying that the degree of decomposition of the deliverables is appropriate.
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
NEW QUESTION 564
Inputs to the Define Activities process include:
- A. Project scope statement, resource calendars, and work performance information.
- B. Scope baseline, enterprise environmental factors, and activity duration estimates.
- C. Scope baseline, enterprise environmental factors, and organizational process assets.
- D. Project scope statement, approved change requests, and WBS dictionary.
Answer: C
Explanation:
Section: Volume E
Explanation
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
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.
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
NEW QUESTION 565
Which of the following strategies is used to deal with risks that may have a negative impact on project objectives?
- A. Share
- B. Transfer
- C. Exploit
- D. Enhance
Answer: B
Explanation:
Section: Volume D
Explanation:
11.5.2.1 Strategies for Negative Risks or Threats
Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique influence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact. The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely. The project manager may also isolate the project objectives from the risk's impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.
Transfer. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat
to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.
Mitigate. Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of
occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred. Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of mitigation actions. Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.
Accept. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the
risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost- effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.
NEW QUESTION 566
Identify Stakeholders is the process of identifying all of the people or organizations impacted by the project and documenting relevant information regarding their interests in, involvement in, and impact on the project:
- A. success.
- B. manager.
- C. deadline.
- D. scope.
Answer: A
NEW QUESTION 567
Which of the following are three inputs to the risk register?
- A. Risk management plan, activity cost estimates, and project documents
- B. Communication management plan, enterprise environmental factors, and activity duration estimates
- C. Project scope statement, organizational process assets, and scope baseline
- D. Risk register updates, stakeholder register, and quality management plan
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 568
Which type of diagram includes groups of information and shows relationships between factors, causes, and objectives?
- A. Affinity
- B. Matrix
- C. Fishbone
- D. Scatter
Answer: B
Explanation:
Section: Volume E
Explanation
Explanation:
Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.
NEW QUESTION 569
What are the objectives of initiation processes?
- A. Initiation processes are performed to map initial requirements for a project or phase and prioritize them with stakeholders.
- B. Initiation processes are performed to identify business objectives for a project or phase and identify stakeholders' goals.
- C. Initiation processes are performed in order to obtain budget approval for a project or phase and approve scope with customers.
- D. Initiation processes are performed in order to develop the project charter and identify stakeholders.
Answer: B
Explanation:
Section: Volume E
Explanation/Reference: https://smallbusiness.chron.com/initiating-process-project-management-36001.html
NEW QUESTION 570
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