PMI CAPM PMI-100 Questions & Answers

• Question 101:

  An input to Conduct Procurements is:

  A. Independent estimates.

  B. Selected sellers.

  C. Seller proposals.

  D. Resource calendars.

  Correct Answer: C

  Explanation:

  12.2.1.4 Seller Proposals

  Seller proposals, prepared in response to a procurement document package, form the basic information that will be used by an evaluation body to select one or more successful bidders (sellers).

  Process: 12.2 Conduct Procurements Definition: 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 and 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 102:

  A regression line is used to estimate: A. Whether or not a process is stable or has predictable performance.

  B. How a change to the independent variable influences the value of the dependent variable.

  C. The upper and lower specification limits on a control chart.

  D. The central tendency, dispersion, and shape of a statistical distribution.

  Correct Answer: B

  Explanation:

  Scatter Diagram. A correlation chart that uses a regression line to explain or to predict how the change in

  an independent variable will change a dependent variable.

• Question 103:

  Risk categorization is a tool or technique used in which process?

  A. Plan Risk Responses

  B. Plan Risk Management

  C. Perform Qualitative Risk Analysis

  D. Perform Quantitative Risk Analysis

  Correct Answer: C

  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 and 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 104:

  Updates to organizational process assets such as procurement files, deliverable acceptances, and lessons learned documentation are typical outputs of which process?

  A. Close Project or Phase

  B. Conduct Procurements

  C. Control Procurements

  D. Close Procurements

  Correct Answer: D

  Explanation:

  12.4.3.2 Organizational Process Assets Updates

  Elements of the organizational process assets that may be updated include, but are not limited to:

  Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project fles.

  Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.

  Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project fle to improve future procurements.

  Process: 12.4 Close Procurements

  Definition: The process of completing each project procurement.

  Key Benefit: The key benefit of this process is that it documents agreements and related documentation

  for future reference.

  Inputs

  1.

  Project management plan

  2.

  Procurement documents

  Tools and Techniques

  1.

  Procurement audits

  2.

  Procurement negotiations

  3.

  Records management system

  Outputs

  1.

  Closed procurements

  2.

  Organizational process assets updates

• Question 105:

  Reserve analysis is a tool and technique used in which process?

  A. Plan Risk Management

  B. Plan Risk Responses

  C. Identify Risks

  D. Control Risks

  Correct Answer: D

  Explanation:

  11.6.2.5 Reserve Analysis

  Throughout execution of the project, some risks may occur with positive or negative impacts on budget or schedule contingency reserves. Reserve analysis compares the amount of the contingency reserves remaining to the amount of risk remaining at any time in the project in order to determine if the remaining reserve is adequate.

  Process: 11.6 Control Risks Definition: The process of implementing risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

  Key Benefit: The key benefit of this process is that it improves efficiency of the risk approach throughout the project life cycle to continuously optimize risk responses.

  Inputs

  1.

  Project management plan

  2.

  Risk register

  3.

  Work performance data

  4.

  Work performance reports

  Tools and Techniques

  1.

  Risk reassessment

  2.

  Risk audits

  3.

  Variance and trend analysis

  4.

  Technical performance measurement

  5.

  Reserve analysis

  6.

  Meetings

  Outputs

  1.

  Work performance information

  2.

  Change requests

  3.

  Project management plan updates

  4.

  Project documents updates

  5.

  Organizational process assets updates

  6.5.2.6 Reserve Analysis

  Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers,

  into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated

  duration within the schedule baseline, which is allocated for identified risks that are accepted and for which

  contingent or mitigation responses are developed. Contingency reserves are associated with the “knownunknowns,” which may be estimated to account for this unknown amount of rework.

  As more precise information about the project becomes available, the contingency reserve may be used,

  reduced, or eliminated. Contingency should be clearly identified in schedule documentation.

  [..]

  Estimates may also be produced for the amount of management reserve of time for the project.

  Management reserves are a specified amount of the project duration withheld for management control

  purposes and are reserved for unforeseen work that is within scope of the project. Management reserves

  are intended to address the “unknown-unknowns” that can affect a project. Management reserve is not

  included in the schedule baseline, but it is part of the overall project duration requirements. Depending on

  contract terms, use of management reserves may require a change to the schedule baseline.

• Question 106:

  An input to the Plan Procurement Management process is:

  A. Source selection criteria.

  B. Market research.

  C. A stakeholder register.

  D. A records management system.

  Correct Answer: C

  Explanation:

  5.2.1.5 Stakeholder Register

  Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.

  13.1.3.1 Stakeholder Register

  The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:

  Identification information. Name, organizational position, location, role in the project, contact information;

  Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and

  Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.

  The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project.

  Process: 12.1 Plan Procurement ManagementDefinition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers. Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.

  Inputs

  1.

  Project management plan

  2.

  Requirements documentation

  3.

  Risk register

  4.

  Activity resource requirements

  5.

  Project schedule

  6.

  Activity cost estimates

  7.

  Stakeholder register

  8.

  Enterprise environmental factors

  9.

  Organizational process assets

  Tools and Techniques

  1.

  Make-or-buy analysis

  2.

  Expert judgment

  3.

  Market research

  4.

  Meetings

  Outputs

  1.

  Procurement management plan

  2.

  Procurement statement of work

  3.

  Procurement documents

  4.

  Source selection criteria

  5.

  Make-or-buy decisions

  6.

  Change requests

  7.

  Project documents updates

• Question 107:

  Which process numerically analyzes the effect of identified risks on overall project objectives?

  A. Plan Risk Management

  B. Plan Risk Responses

  C. Perform Quantitative Risk Analysis

  D. Perform Qualitative Risk Analysis

  Correct Answer: C

  Explanation:

  Process: 11.4 Perform Quantitative Risk AnalysisDefinition: The process of numerically analyzing the effect of identified risks on overall projectobjectives.Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.

  Inputs

  1.

  Risk management plan

  2.

  Cost management plan

  3.

  Schedule management plan

  4.

  Risk register

  5.

  Enterprise environmental factors

  6.

  Organizational process assets

  Tools and Techniques

  1.

  Data gathering and representation techniques

  2.

  Quantitative risk analysis and modeling techniques

  3.

  Expert judgment

  Outputs

  1. Project documents updates

• Question 108:

  An output of the Manage Stakeholder Engagement process is:

  A. change requests

  B. enterprise environmental factors

  C. the stakeholder management plan

  D. the change log

  Correct Answer: A

  Explanation:

  13.3 Manage Stakeholder EngagementDefinition: The process of communicating and working with stakeholders to meet their needs/ expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.

  Inputs

  1.

  Stakeholder management plan

  2.

  Communications management plan

  3.

  Change log

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Communication methods

  2.

  Interpersonal skills

  3.

  Management skills

  Outputs

  1.

  Issue log

  2.

  Change requests

  3.

  Project management plan updates

  4.

  Project documents updates

  5.

  Organizational process assets updates

• Question 109:

  The organization's perceived balance between risk taking and risk avoidance is reflected in the risk:

  A. Responses

  B. Appetite

  C. Tolerance

  D. Attitude

  Correct Answer: A

  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.

• Question 110:

  Conditions that are not under the control of the project team that influence, direct, or constrain a project are called:

  A. Enterprise environmental factors

  B. Work performance reports

  C. Organizational process assets

  D. Context diagrams

  Correct Answer: A

  Explanation:

  2.1.5 Enterprise Environmental Factors

  Enterprise environmental factors refer to conditions, not under the control of the project team, that

  influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most

  planning processes, may enhance or constrain project management options, and may have a positive or

  negative influence on the outcome.

  Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include,

  but are not limited to:

  Organizational culture, structure, and governance;

  Geographic distribution of facilities and resources;

  Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards, quality standards, and workmanship standards);

  Infrastructure (e.g., existing facilities and capital equipment);

  Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal, contracting, and purchasing);

  Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training records, reward and overtime policy, and time tracking);

  Company work authorization systems;

  Marketplace conditions;

  Stakeholder risk tolerances;

  Political climate;

  Organization's established communications channels;

  Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk databases); and

  Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, and

  Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).