PMI CAPM PMI-100 Questions & Answers

• Question 121:

  Which tool or technique is used to manage change requests and the resulting decisions?

  A. Change control tools

  B. Expert judgment

  C. Delphi technique

  D. Change log

  Correct Answer: A

  Explanation:

  4.5.2.3 Change Control Tools

  In order to facilitate Configuration and change management, manual or automated tools may be used.

  Tool selection should be based on the needs of the project stakeholders including organizational and

  environmental considerations and/or constraints.

  Tools are used to manage the change requests and the resulting decisions. Additional considerations

  should be made for communication to assist the CCB members in their duties as well as distribute the decisions to the appropriate stakeholders

  4.3.3.3 Change Requests

  A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/ contractually mandated, and may include:

  Corrective action—An intentional activity that realigns the performance of the project work with the project management plan;

  Preventive action—An intentional activity that ensures the future performance of the project work is aligned with the project management plan;

  Defect repair—An intentional activity to modify a nonconforming product or product component;

  Updates—Changes to formally controlled project documents, plans, etc., to reflect modified or additional ideas or content.

• Question 122:

  Which process identifies whether the needs of a project can best be met by acquiring products, services, or results outside of the organization?

  A. Plan Procurement Management

  B. Control Procurements

  C. Collect Requirements

  D. Plan Cost Management

  Correct Answer: A

  Explanation:

  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 123:

  Which input to Collect Requirements is used to identify stakeholders who can provide information on requirements?

  A. Stakeholder register

  B. Scope management plan

  C. Stakeholder management plan

  D. Project charter

  Correct Answer: A

  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: 5.2 Collect RequirementsDefinition: 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 and Techniques

  1.

  Interviews

  2.

  Focus groups

  3.

  Facilitated workshops

  4.

  Group creativity techniques

  5.

  Group decision-making techniques

  6.

• Question 124:

  Which Knowledge Area involves identifying the people, groups, or organizations that may be impacted by or impact a project?

  A. Project Risk Management

  B. Project Human Resource Management

  C. Project Scope Management

  D. Project Stakeholder Management

  Correct Answer: D

  Explanation:

  PROJECT STAKEHOLDER MANAGEMENT Project Stakeholder Management includes the processes required to identify the people, groups, ororganizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective.

• Question 125:

  A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?

  A. Identify Risks

  B. Control Risks

  C. Perform Quantitative Risk Analysis

  D. Perform Qualitative Risk Analysis

  Correct Answer: A

  Explanation:

  11.2.2.6 SWOT Analysis This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.

  Process: 11.2 Identify Risks Definition: The process of determining which risks may affect the project and documenting their characteristics. Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.

  Inputs

  1.

  Risk management plan

  2.

  Cost management plan

  3.

  Schedule management plan

  4.

  Quality management plan

  5.

  Human resource management plan

  6.

  Scope baseline

  7.

  Activity cost estimates

  8.

  Activity duration estimates

  9.

  Stakeholder register 10.Project documents 11.Procurement documents 12.Enterprise environmental factors 13.Organizational process assets

  Tools and Techniques

  1.

  Documentation reviews

  2.

  Information gathering techniques

  3.

  Checklist analysis

  4.

  Assumptions analysis

  5.

  Diagramming techniques

  6.

  SWOT analysis

  7.

  Expert judgment

  Outputs

  1. Risk register

  11.2.3.1 Risk Register The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:

  List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.

  List of potential responses. Potential responses to a risk may sometimes be identified during the Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.

• Question 126:

  Inputs to the Plan Schedule Management process include:

  A. Organizational process assets and the project charter,

  B. Enterprise environmental factors and schedule tools.

  C. Time tables and Pareto diagrams.

  D. Activity attributes and resource calendars.

  Correct Answer: A

  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.

  6.1 Plan Schedule ManagementDefinition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

  Inputs

  1.

  Project management plan

  2.

  Project charter

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Analytical techniques

  3.

  Meetings

  Outputs

  1. Schedule management plan

• Question 127:

  Which earned value management (EVM) metric is a measure of the cost efficiency of budgeted resources expressed as a ratio of earned value (EV) to actual cost (AC) and is considered a critical EVM metric?

  A. Cost variance (CV)

  B. Cost performance index (CPI)

  C. Budget at completion (BAC)

  D. Variance at completion (VAC)

  Correct Answer: B

  Explanation: CPI = EV / AC

• Question 128:

  Which process involves defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan?

  A. Direct and Manage Project Work

  B. Develop Project Management Plan

  C. Plan Quality Management

  D. Monitor and Control Project Work

  Correct Answer: B

  Explanation:

  Process: 4.2. Develop Project Management PlanDefinition: The process of defining, preparing, and coordinating all subsidiary plans andintegrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan. Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.

  Inputs

  1.

  Project charter

  2.

  Outputs from other processes

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Facilitation techniques

  Outputs

  1. Project management plan

  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).

  Among other things, the project management plan may also include the following:

  Life cycle selected for the project and the processes that will be applied to each phase;

  Details of the tailoring decisions specified by the project management team as follows:

  ○

  Project management processes selected by the project management team,

  ○

  Level of implementation for each selected process,

  ○

  Descriptions of the tools and techniques to be used for accomplishing those processes, and

  ○

  Description of how the selected processes will be used to manage the specific project, including the

  dependencies and interactions among those processes and the essential inputs and outputs.

  Description of how work will be executed to accomplish the project objectives;

  Change management plan that documents how changes will be monitored and controlled;

  Configuration management plan that documents how Configuration management will be performed;

  Description of how the integrity of the project baselines will be maintained;

  Requirements and techniques for communication among stakeholders; and

  Key management reviews for content, the extent of, and timing to address, open issues and pending

  decisions.

  The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

• Question 129:

  Sending letters, memos, reports, emails, and faxes to share information is an example of which type of communication?

  A. Direct

  B. Interactive

  C. Pull

  D. Push

  Correct Answer: D

  Explanation:

  10.1.2.4 Communication Methods

  There are several communication methods that are used to share information among project stakeholders. These methods are broadly classifed as follows:

  Interactive communication. Between two or more parties performing a multidirectional exchange of

  information. It is the most effcient way to ensure a common understanding by all participants on specified topics, and includes meetings, phone calls, instant messaging, video conferencing, etc.

  Push communication. Sent to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communications include letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.

  Pull communication. Used for very large volumes of information, or for very large audiences, and requires the recipients to access the communication content at their own discretion. These methods include intranet sites, e-learning, lessons learned databases, knowledge repositories, etc. The choices of communication methods that are used for a project may need to be discussed and agreed upon by the project stakeholders based on communication requirements; cost and time constraints; and familiarity and availability of the required tools and resources that may be applicable to the communications process.

• Question 130:

  Using values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous similar project as the basis for estimating the same parameter or measurement for a current project describes which type of estimating?

  A. Bottom-up

  B. Parametric

  C. Analogous

  D. Three-point

  Correct Answer: C