PMI CAPM PMI-100 Questions & Answers

• Question 181:

  Scope, schedule, and cost parameters are integrated in the:

  A. Performance measurement baseline.

  B. Analysis of project forecasts.

  C. Summary of changes approved in a period.

  D. Analysis of past performance.

  Correct Answer: A

  Explanation:

  Performance Measurement Baseline (PMB). An approved, integrated scope-schedule-cost plan for

  the project work against which project execution is compared to measure and manage performance. The

  PMB includes contingency reserve, but excludes management reserve.

• Question 182:

  A large portion of a projects budget is typically expended on the processes in which Process Group?

  A. Executing

  B. Planning

  C. Monitoring and Controlling

  D. Closing

  Correct Answer: B

• Question 183:

  A project manager providing information to the right audience, in the right format, at the right time is an example of which type of communication?

  A. Efficient

  B. Effective

  C. Push

  D. Pull

  Correct Answer: B

  Explanation:

  On most projects, communication planning is performed very early, such as during project management

  plan development. This allows appropriate resources, such as time and budget, to be allocated to

  communication activities.

  Effective communication means that the information is provided in the right format, at the righttime, to the right audience, and with the right impact. Efficient communication means providing only the information that is needed.

• Question 184:

  Which input provides suppliers with a clear set of goals, requirements, and outcomes?

  A. Procurement statement of work

  B. Purchase order

  C. Source selection criteria

  D. Bidder conference

  Correct Answer: A

  Explanation:

  12.1.3.2 Procurement Statement of Work

  The statement of work (SOW) for each procurement is developed from the project scope baseline and defines only that portion of the project scope that is to be included within the related contract. The procurement SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Sufficient detail can vary based on the nature of the item, the needs of the buyer, or the expected contract form. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements. The procurement SOW is written to be clear, complete, and concise. It includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item. In some application areas, there are specific content and format requirements for a procurement SOW. Each individual procurement item requires a SOW; however, multiple products or services can be grouped as one procurement item within a single SOW. The procurement SOW can be revised and refined as required as it moves through the procurement process until incorporated into a signed agreement.

• Question 185:

  An input to the Manage Project Team process is:

  A. Work performance reports.

  B. Change requests.

  C. Activity resource requirements.

  D. Enterprise environmental factors.

  Correct Answer: A

  Explanation:

  Process: 9.4 Manage Project TeamDefinition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

  Inputs

  1.

  Human resource management plan

  2.

  Project staff assignments

  3.

  Team performance assessments

  4.

  Issue log

  5.

  Work performance reports

  6.

  Organizational process assets

  Tools and Techniques

  1.

  Observation and conversation

  2.

  Project performance appraisals

  3.

  Conflict management

  4.

  Interpersonal skills

  Outputs

  1.

  Change requests

  2.

  Project management plan updates

  3.

  Project documents updates

  4.

  Enterprise environmental factors updates

  5.

  Organizational process assets updates

• Question 186:

  During which process does a project manager review all prior information to ensure that all project work is completed and that the project has met its objectives?

  A. Monitor and Control Project Work

  B. Perform Quality Assurance

  C. Close Project or Phase

  D. Control Scope

  Correct Answer: C

  Explanation:

  Process: 4.6. Close Project or PhaseDefinition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project. Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.

  Inputs

  1.

  Project management plan

  2.

  Accepted deliverables

  3.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Analytical techniques

  3.

  Meetings

  Outputs

  1.

  Final product, service, or result transition

  2.

  Organizational process assets updates

• Question 187:

  Which type of dependency is legally or contractually required or inherent in the nature of work and often involves physical limitations?

  A. Mandatory

  B. Discretionary

  C. Internal

  D. External

  Correct Answer: A

  Explanation:

  6.3.2.2 Dependency Determination

  Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

  Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.

  Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

  Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

  External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.

  Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

• Question 188:

  The process of identifying and documenting project roles, responsibilities, required skills, and reporting relationships and creating a staffing management plan is known as:

  A. Develop Project Team.

  B. Manage Project Team.

  C. Acquire Project Team.

  D. Plan Human Resource Management.

  Correct Answer: D

  Explanation:

  Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, requiredskills, 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 189:

  A technique used to determine the cause and degree of difference between baseline and actual performance is:

  A. Product analysis.

  B. Variance analysis.

  C. Document analysis.

  D. Decomposition.

  Correct Answer: B

  Explanation:

  5.6.2.1 Variance Analysis

  Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline (Section 5.4.3.1) and deciding whether corrective or preventive action is required.

• Question 190:

  An input to the Plan Cost Management process is:

  A. Cost estimates

  B. Resource calendars

  C. The project charter

  D. The risk register

  Correct Answer: C

  Explanation:

  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.

  Process: 7.1 Plan Cost ManagementDefinition: The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs. Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project costs 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

  Cost management plan