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PMI Certification Dumps CAPM Exam for Full Questions - Exam Study Guide
NEW QUESTION 408
A project manager who communicates to the project team though email is using which type of communication?
- A. Formal
- B. Unofficial
- C. Horizontal
- D. Informal r
Answer: D
NEW QUESTION 409
A tool and technique used during the Perform Qualitative Risk Analysis process is:
- A. risk data quality assessment.
- B. risk audits.
- C. data gathering and representation techniques.
- D. variance and trend analysis.
Answer: A
Explanation:
Section: Volume D
Explanation:
11.3.2.3 Risk Data Quality Assessment
Risk data quality assessment is a technique to evaluate the degree to which the data about risks is useful for risk management. It involves examining the degree to which the risk is understood and the accuracy, quality, reliability, and integrity of the data about the risk.
The use of low-quality risk data may lead to a qualitative risk analysis of little use to the project. If data quality is unacceptable, it may be necessary to gather better data. Often, the collection of information about risks is diffcult, and consumes more time and resources than originally planned.
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
NEW QUESTION 410
Which Define Activities output extends the description of the activity by identifying the multiple components associated with each activity?
- A. Project document updates
- B. Project calendars
- C. Activity list
- D. Activity attributes
Answer: D
Explanation:
Explanation/Reference:
Explanation:
6.2.3.2 Activity Attributes
Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.
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 411
Who provides the inputs for the original estimates of activity durations for tasks on the project plan?
- A. Person who is most familiar with the task
- B. Project manager
- C. Person responsible for project scheduling
- D. Project sponsor
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 412
Which Collect Requirements output links the product requirements to the deliverables that satisfy them?
- A. Requirements traceability matrix
- B. Project management plan updates
- C. Project documents updates
- D. Requirements documentation
Answer: A
Explanation:
Explanation/Reference:
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 413
The project manager and the project team are having a meeting with the purpose of identifying risks. Which tools and techniques might help in this process?
- A. Interpersonal and team skills and project management Information system
- B. Reports and representations of uncertainty
- C. Prompt lists and data analysis
- D. Data analysis and risk audits
Answer: C
NEW QUESTION 414
After an internal deliverable review session with the team, the project manager identifies some issues that need to be fixed before submitting the deliverable for formal approval. The project manager will need to manage the additional costs and time for the required rework.
How would the project manager define these extra costs?
- A. Management reserves
- B. Cost of conformance
- C. Cost of nonconformance
- D. Appraisal costs
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 415
Which is the document that presents a hierarchical project organization?
- A. WBS
- B. OBS
- C. CPI
- D. BOM
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 416
What organizational process asset (OPA) might impact a project's outcome?
- A. Legal restrictions
- B. Infrastructure, resource availability, and employee capability
- C. Processes, polices, and procedures
- D. Financial considerations
Answer: C
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 417
Which of the following statements is true regarding project and product lifecycles?
- A. A single product lifecycle can only have one project lifecycle.
- B. A single product lifecycle may consist of multiple project lifecycles.
- C. A single project lifecycle may consist of multiple product lifecycles.
- D. A product lifecycle is always shorter than the project lifecycle.
Answer: B
NEW QUESTION 418
What is the definition of Direct and Manage Project Execution?
- A. Integrating all planned activities
- B. Developing and maintaining the plan
- C. Performing the activities included in the plan
- D. Execution of deliverables
Answer: C
Explanation:
Section: Volume C
NEW QUESTION 419
Outputs of the Control Communications process include:
- A. expert judgment and change requests
- B. work performance information and change requests
- C. project management plan updates and work performance information
- D. issue logs and organizational process assets updates
Answer: B
NEW QUESTION 420
A benefit of using virtual teams in the Acquire Project Team process is the reduction of the:
- A. costs associated with travel
- B. possibility of communication misunderstandings
- C. costs associated with technology
- D. cultural differences of team members
Answer: A
Explanation:
Section: Volume B
Explanation:
9.2.2.4 Virtual Teams
The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as e-mail, audio conferencing, social media, web- based meetings and video conferencing has made virtual teams feasible. The virtual team model makes it possible to:
Form teams of people from the same organization who live in widespread geographic areas;
Add special expertise to a project team even though the expert is not in the same geographic area;
Incorporate employees who work from home offices;
Form teams of people who work different shifts, hours, or days;
Include people with mobility limitations or disabilities; and
Move forward with projects that would have been ignored due to travel expenses.
There are some disadvantages related to virtual teams, such as possibility for misunderstandings, feeling of isolation, difficulties in sharing knowledge and experience between team members, and cost of appropriate technology. Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.
NEW QUESTION 421
In agile projects while performing scope management, what is the definition of requirements?
- A. Backlog
- B. Metrics
- C. Sprint
- D. Charter
Answer: D
NEW QUESTION 422
Which tool or technique measures performance of the project as it moves from project initiation through project closure?
- A. Pareto chart
- B. Resource leveling
- C. Earned value
- D. Parametric measuring
Answer: C
Explanation:
Explanation/Reference:
Explanation:
7.4.2.1 Earned Value Management
Earned value management (EVM) is a methodology that combines scope, schedule, and resource measurements to assess project performance and progress. It is a commonly used method of performance measurement for projects. It integrates the scope baseline with the cost baseline, along with the schedule baseline, to form the performance measurement baseline, which helps the project management team assess and measure project performance and progress. It is a project management technique that requires the formation of an integrated baseline against which performance can be measured for the duration of the project.
NEW QUESTION 423
What is the best tool to calculate the critical path on a project?
- A. Gantt chart
- B. Graphical evaluation and review technique (GERT) diagram
- C. Project network diagram
- D. Critical chain method
Answer: A
NEW QUESTION 424
Quality metrics are an output of which process?
- A. Plan Quality
- B. Perform Quality Assurance
- C. Perform Quality Control
- D. Perform Qualitative Risk Analysis
Answer: A
NEW QUESTION 425
Processes in the Planning Process Group are typically carried out during which part of the project life cycle?
- A. Repeatedly
- B. At the beginning and the end
- C. Only once, at the beginning
- D. Once during each phase
Answer: A
NEW QUESTION 426
An input to the Perform Integrated Change Control process is:
- A. the project management plan
- B. seller proposals
- C. the project charter
- D. expert judgment
Answer: A
NEW QUESTION 427
Which type of analysis is used as a general management technique within the Plan Procurements process?
- A. Contract value analysis
- B. Cost impact analysis
- C. Make or buy analysis
- D. Risk assessment analysis
Answer: C
NEW QUESTION 428
Which of the following is an example of tacit knowledge?
- A. Expert judgment
- B. Risk register
- C. Project requirements
- D. Make-or-buy analysis
Answer: A
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/library/uncovering-tacit-knowledge-projects-7378
NEW QUESTION 429
Why is tailoring required in a project?
- A. Because a one-size-fits-all approach avoids complications and saves time
- B. Because tailoring allows us to identify the techniques, procedures, and system practices used by those in the project
- C. Because every project is unique and not every tool, technique, input, or output identified in the PMBOK Guide is required
- D. Project managers should apply every process in the PMBOK Guide to the project, so tailoring is not required
Answer: C
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 430
Which process is usually a rapid and cost-effective means of establishing priorities for Plan Risk Responses?
- A. Identify Risks
- B. Perform Quantitative Risk Analysis
- C. Perform Qualitative Risk Analysis
- D. Plan Risk Management
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Perform Qualitative Risk Analysis assesses the priority of identified risks using their relative probability or likelihood of occurrence, the corresponding impact on project objectives if the risks occur, as well as other factors such as the time frame for response and the organization's risk tolerance associated with the project constraints of cost, schedule, scope, and quality. Such assessments reflect the risk attitude of the project team and other stakeholders. Effective assessment therefore requires explicit identification and management of the risk approaches of key participants in the Perform Qualitative Risk Analysis process.
Where these risk
approaches introduce bias into the assessment of identified risks, attention should be paid to identifying bias and correcting for it.
Establishing definitions of the levels of probability and impact can reduce the influence of bias. The time criticality of risk-related actions may magnify the importance of a risk. An evaluation of the quality of the available information on project risks also helps to clarify the assessment of the risk's importance to the project.
Perform Qualitative Risk Analysis is usually a rapid and cost-effective means of establishing priorities for Plan Risk Responses and lays the foundation for Perform Quantitative Risk Analysis, if required. The Perform Qualitative Risk Analysis process is performed regularly throughout the project life cycle, as defined in the project's risk management plan. This process can lead into Perform Quantitative Risk Analysis (Section 11.4) or directly into Plan Risk Responses (Section 11.5).
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
NEW QUESTION 431
What tool should a project manager use to efficiently manage project resources?
- A. List of project resources
- B. Resource breakdown structure
- C. Resource requirements
- D. Resources detailed in the project scope
Answer: A
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 432
Most experienced project managers know that:
- A. there is no single way to manage a project.
- B. there is only one way to manage projects successfully.
- C. project management techniques are risk free.
- D. every project requires the use of all processes in the PMBOK Guide.
Answer: A
Explanation:
Section: Volume C
NEW QUESTION 433
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