PMI CAPM PMI-100 Questions & Answers

• Question 251:

  Which of the following statements correctly characterizes pull communication?

  A. It includes letters, memos, reports, emails, and faxes.

  B. It requires recipients to access communication content at their own discretion.

  C. It is the most efficient way to ensure a common understanding among all participants.

  D. It is primarily used when the volume of information to be transferred is minimal.

  Correct Answer: B

• Question 252:

  Which of the following is an output of the Monitor and Control Project Work process?

  A. Change requests

  B. Performance reports

  C. Organizational process assets

  D. Project management plan

  Correct Answer: A

  Explanation:

  Process: 4.4. Monitor and Control Project WorkDefinition: Monitor and Control Project Work is the process of tracking, reviewing, and reporting the progress to meet the performance objectives defined in the project management plan. Key Benefit: The key benefit of this process is that it allows stakeholders to understand the current state of the project, the steps taken, and budget, schedule, and scope forecasts.

  Inputs

  1.

  Project management plan

  2.

  Schedule forecasts

  3.

  Cost forecasts

  4.

  Validated changes

  5.

  Work performance information

  6.

  Enterprise environmental factors

  7.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Analytical techniques

  3.

  Project management information system

  4.

  Meetings

  Outputs

  1.

  Change requests

  2.

  Work performance reports

  3.

  Project management plan updates

  4.

  Project documents updates

• Question 253:

  Projects can be divided into phases to provide better management control. Collectively, what are these phases known as?

  A. Complete project phase

  B. Project life

  C. The project life cycle

  D. Project cycle

  Correct Answer: C

• Question 254:

  Which schedule network analysis technique modifies the project schedule to account for limited resources?

  A. Human resource planning

  B. Fast tracking

  C. Critical chain method

  D. Rolling wave planning

  Correct Answer: C

  Explanation:

  6.6.2.3 Critical Chain Method The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.

• Question 255:

  Which of the following is a tool and technique for Estimate Activity Durations?

  A. Parametric estimating

  B. Monte Carlo analysis

  C. Alternatives analysis

  D. Bottom-up estimating

  Correct Answer: A

  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 256:

  Which of the following is contained within the communications management plan?

  A. An organizational chart

  B. Glossary of common terminology

  C. Organizational process assets

  D. Enterprise environmental factors

  Correct Answer: B

  Explanation:

  10.1.3.1 Communications Management Plan

  The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:

  Stakeholder communication requirements;

  Information to be communicated, including language, format, content, and level of detail;

  Reason for the distribution of that information;

  Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable;

  Person responsible for communicating the information;

  Person responsible for authorizing release of confidential information;

  Person or groups who will receive the information;

  Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;

  Resources allocated for communication activities, including time and budget;

  Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level;

  Method for updating and refining the communications management plan as the project progresses and develops;

  Glossary of common terminology;

  Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and

  Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

  The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

• Question 257:

  What is the term assigned to products or services having the same functional use but different technical characteristics?

  A. Scope

  B. Quality

  C. Specification

  D. Grade

  Correct Answer: D

• Question 258:

  When is a Salience Model used?

  A. In a work breakdown structure (WBS)

  B. During quality assurance

  C. In stakeholder analysis

  D. During quality control (QC)

  Correct Answer: C

  Explanation:

  13.1.2.1 Stakeholder Analysis

  Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.

  Stakeholder analysis generally follows the steps described below:

  Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify.

  They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.

  Analyze the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.

  Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts.

  There are multiple classification models used for stakeholders analysis, such as:

  

  Power/interest grid, grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes;

  

  Power/influence grid, grouping the stakeholders based on their level of authority (“power”) and their active involvement (“influence”) in the project;

  

  Influence/impact grid, grouping the stakeholders based on their active involvement (“influence”) in the project and their ability to effect changes to the project's planning or execution (“impact”); and

  

  Salience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).

• Question 259:

  What cost control technique is used to compare actual project performance to planned or expected performance?

  A. Cost aggregation

  B. Trend analysis

  C. Forecasting

  D. Variance analysis

  Correct Answer: D

  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 260:

  An input required in Define Scope is an organizational:

  A. structure.

  B. process asset.

  C. matrix.

  D. breakdown structure.

  Correct Answer: B

  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: 5.3 Define Scope

  Definition: The process of developing a detailed description of the project and product.

  Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries

  by defining which of the requirements collected will be included in and excluded from the project scope.

  Inputs

  1.

  Scope management plan

  2.

  Project charter

  3.

  Requirements documentation

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Product analysis

  3.

  Alternatives generation

  4.

  Facilitated workshops

  Outputs

  1.

  Project scope statement

  2.

  Project documents updates