PMI CAPM PMI-100 Questions & Answers

• Question 171:

  A project charter is an output of which Process Group?

  A. Executing

  B. Planning

  C. Initiating

  D. Closing

  Correct Answer: C

  Explanation:

  4.2.1.1 Project Charter

  Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high-level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.

  4.1.3.1 Project Charter

  The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:

  Project purpose or justification,

  Measurable project objectives and related success criteria,

  High-level requirements,

  Assumptions and constraints,

  High-level

  project description and boundaries,

  High-level

  risks,

  Summary milestone schedule,

  Summary budget,

  Stakeholder list,

  Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),

  Assigned project manager, responsibility, and authority level, and

  Name and authority of the sponsor or other person(s) authorizing the project charter.

• Question 172:

  A project manager is appointed full-time to a project and is given full-time administrative staff and full-time project team members. This situation describes which type of organizational structure?

  A. Projectized

  B. Weak matrix

  C. Functional

  D. Balanced matrix

  Correct Answer: A

  Explanation: Project managers have the highest level of power and authority in a projectized organization. They also have high levels of power and authority in a strong matrix; however, a matrix organization is a blend of functional and projectized organizations, and therefore, the project manager does not have quite the same level of authority as they would in a projectized organization.

• Question 173:

  Which tools or techniques are used in the Plan Schedule Management process?

  A. Benchmarking, expert judgment, and analytical techniques

  B. Statistical sampling, benchmarking, and meetings

  C. Negotiations, pre-assignment, and multi-criteria decision analysis

  D. Expert judgment, analytical techniques, and meetings

  Correct Answer: D

  Explanation:

  Process: 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

  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 174:

  Organizational theory is a tool used in which Project Human Resource Management process?

  A. Manage Project Team

  B. Acquire Project Team

  C. Develop Project Team

  D. Plan Human Resource Management

  Correct Answer: D

  Explanation:

  9.1.2.3 Organizational Theory

  Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of common themes identified in organizational theory can shorten the amount of time, cost, and effort needed to create the Plan Human Resource Management process outputs and improve planning efficiency. It is important to recognize that different organizational structures have different individual response, individual performance, and personal relationship characteristics. Also, applicable organizational theories may recommend exercising a flexible leadership style that adapts to the changes in a team's maturity level throughout the project life cycle.

  Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan. Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

  Inputs

  1.

  Project management plan

  2.

  Activity resource requirements

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Organization charts and position descriptions

  2.

  Networking

  3.

  Organizational theory

  4.

  Expert judgment

  5.

  Meetings

  Outputs

  Human resource management plan

• Question 175:

  The only Process Group that comprises processes that typically occur from the beginning to the end of the project life cycle is:

  A. Planning.

  B. Executing,

  C. Monitoring and Controlling.

  D. Closing.

  Correct Answer: C

• Question 176:

  Which quality management and control tool is useful in visualizing parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship?

  A. Interrelationship digraphs

  B. Tree diagram

  C. Affinity diagram

  D. Network diagram

  Correct Answer: B

  Explanation:

  8.2.2.1 Quality Management and Control Tools

  The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and Control Quality processes. In addition, other tools that are available include (see also Figure 8-10):

  Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that they are used to

  generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.

  Process decision program charts (PDPC). Used to understand a goal in relation to the steps for getting to the goal. The PDPC is useful as a method for contingency planning because it aids teams in anticipating intermediate steps that could derail achievement of the goal.

  Interrelationship digraphs. An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated in other tools such as the affinity diagram, the tree diagram, or the fshbone diagram.

  Tree diagrams. Also known as systematic diagrams and may be used to represent decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS (organizational breakdown structure). In project management, tree diagrams are useful in visualizing the parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship. Tree diagrams can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team hierarchy or OBS). Because tree diagrams permit the creation of nested branches that terminate into a single decision point, they are useful as decision trees for establishing an expected value for a limited number of dependent relationships that have been diagramed systematically.

  Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.

  Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).

  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.

• Question 177:

  When alternative dispute resolution (ADR) is necessary, which tool or technique should be utilized?

  A. Interactive communication

  B. Claims administration

  C. Conflict management

  D. Performance reporting

  Correct Answer: B

  Explanation:

  12.3.2.6 Claims Administration Contested changes and potential constructive changes are those requested changes where the buyer and seller cannot reach an agreement on compensation for the change or cannot agree that a change has occurred. These contested changes are variously called claims, disputes, or appeals. Claims are documented, processed, monitored, and managed throughout the contract life cycle, usually in accordance with the terms of the contract. If the parties themselves do not resolve a claim, it may have to be handled in accordance with alternative dispute resolution (ADR) typically following procedures established in the contract. Settlement of all claims and disputes through negotiation is the preferred method.

• Question 178:

  Which item is an input to the Define Activities process?

  A. Schedule data

  B. Activity list

  C. Risk register

  D. Scope baseline

  Correct Answer: D

  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: 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 and Techniques

  1.

  Decomposition

  2.

  Rolling wave planning

  3.

  Expert judgment

  Outputs

  1.

  Activity list

  2.

  Activity attributes

  3.

  Milestone list

• Question 179:

  What is the schedule performance index (SPI) if the planned value (PV) is $100, the actual cost (AC) is $150, and the earned value (EV) is $50?

  A. 0.50

  B. 0.67

  C. 1.50

  D. 2.00

  Correct Answer: A

  Explanation: CV = EV - AC CPI = EV / AC SV = EV - PV SPI = EV / PV

• Question 180:

  A project in which the scope, time, and cost of delivery are determined as early as possible is following a life cycle that is:

  A. Adaptive

  B. Predictive

  C. Incremental

  D. Iterative

  Correct Answer: B

  Explanation:

  2.4.2.2 Predictive Life Cycles Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle aspractically possible. As shown in Figure 2-13, these projects proceed through a series of sequential or overlapping phases, with each phase generally focusing on a subset of project activities and project management processes. The work performed in each phase is usually different in nature to that in the preceding and subsequent phases, therefore, the makeup and skills required of the project team may vary from phase to phase.