PMI CAPM PMI-100 Questions & Answers

• Question 241:

  What is a hierarchically organized depiction of the identified project risks arranged by risk category?

  A. Risk register

  B. Risk breakdown structure (RBS)

  C. Risk management plan

  D. Risk category

  Correct Answer: B

• Question 242:

  Which tool or technique of Plan Quality involves comparing actual or planned practices to those of other projects to generate ideas for improvement and provide a basis by which to measure performance?

  A. Histogram

  B. Quality audits

  C. Benchmarking

  D. Performance measurement analysis

  Correct Answer: C

  Explanation:

  5.2.2.9 Benchmarking

  Benchmarking involves comparing actual or planned practices, such as processes and operations, to those of comparable organizations to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. The organizations compared during benchmarking can be internal or external.

• Question 243:

  Which of the following investigates the likelihood that each specific risk will occur?

  A. Risk register

  B. Risk audits

  C. Risk urgency assessment

  D. Risk probability and impact assessment

  Correct Answer: D

  Explanation:

  11.3.2.1 Risk Probability and Impact AssessmentRisk probability assessment investigates the likelihood that each specific risk will occur. Risk impact assessment investigates the potential effect on a project objective such as schedule, cost, quality, or performance, including both negative effects for threats and positive effects for opportunities. Probability and impact are assessed for each identified risk. Risks can be assessed in interviews or meetings with participants selected for their familiarity with the risk categories on the agenda. Project team members and knowledgeable persons external to the project are included. The level of probability for each risk and its impact on each objective is evaluated during the interview or meeting. Explanatory detail, including assumptions justifying the levels assigned, are also recorded. Risk probabilities and impacts are rated according to the definitions given in the risk management plan. Risks with low ratings of probability and impact will be included within the risk register as part of the watch list for future monitoring.

• Question 244:

  Which of the following risk response strategies involves allocating ownership of a positive risk to a third party?

  A. Mitigate

  B. Transfer

  C. Share

  D. Avoid

  Correct Answer: C

• Question 245:

  Which activity is an input to the Conduct Procurements process?

  A. Organizational process assets

  B. Resource availability

  C. Perform Integrated Change Control

  D. Team performance assessment

  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.

  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 assetsTools 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 246:

  What is the number of stakeholders, if the project has 28 potential communication channels?

  A. 7

  B. 8

  C. 14

  D. 16

  Correct Answer: B

  Explanation:

  Number of communication channels with 'n' members = n*(n-1)/2

• Question 247:

  Information collected on the status of project activities being performed to accomplish the project work is known as what?

  A. Project management information system

  B. Work performance information

  C. Work breakdown structure

  D. Variance analysis

  Correct Answer: B

  Explanation:

  4.4.1.5 Work Performance Information

  Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions. Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.

• Question 248:

  Which of the following tools or techniques is used for Estimate Activity Durations?

  A. Critical path method

  B. Rolling wave planning

  C. Precedence diagramming method

  D. Parametric estimating

  Correct Answer: D

  Explanation:

  7.2.2.3 Parametric Estimating Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model. Parametric cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.

  Process: 6.5 Estimate Activity Durations Definition: The process of estimating the number of work periods needed to complete individual activities with estimated resources. Key Benefit: The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.

  Inputs

  1.

  Schedule management plan

  2.

  Activity list

  3.

  Activity attributes

  4.

  Activity resource requirements

  5.

  Resource calendars

  6.

  Project scope statement

  7.

  Risk register

  8.

  Resource breakdown structure

  9.

  Enterprise environmental factors 10.Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Analogous estimating

  3.

  Parametric estimating

  4.

  Three-point estimating

  5.

  Group decision-making techniques

  6.

  Reserve analysis

  Outputs

  1.

  Activity duration estimates

  2.

  Project documents updates

• Question 249:

  Which Knowledge Area is concerned with the processes required to ensure timely and appropriate generation, collection, distribution, storage, retrieval, and ultimate disposition of project information?

  A. Project Integration Management

  B. Project Communications Management

  C. Project Information Management System (PIMS)

  D. Project Scope Management

  Correct Answer: B

• Question 250:

  When would resource leveling be applied to a schedule model?

  A. Before constraints have been identified

  B. Before it has been analyzed by the critical path method

  C. After it has been analyzed by the critical path method

  D. After critical activities have been removed from the critical path

  Correct Answer: C

  Explanation:

  6.6.2.2 Critical Path Method

  The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.

  On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths. Many software packages allow the user to define the parameters used to determine the critical path(s). Adjustments to activity durations (if more resources or less scope can be arranged), logical relationships (if the relationships were discretionary to begin with), leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float. Once the total float for a network path has been calculated, then the free float—the amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint—can also be determined. For example the free float for Activity B, in Figure 6-18, is 5 days.