PMI CAPM PMI-100 Questions & Answers

• Question 351:

  Outputs of the Control Communications process include:

  A. expert judgment and change requests.

  B. work performance information and change requests.

  C. organizational process asset updates and an issue log.

  D. project management plan updates and an issue log.

  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.

  9.4.1.4 Issue Log

  Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.

• Question 352:

  Which type of organizational structure is displayed in the diagram provided?

  

  A. Balanced matrix

  B. Projectized

  C. Strong matrix

  D. Functional

  Correct Answer: B

• Question 353:

  Which Manage Communications tool or technique focuses on identifying and managing barriers?

  A. Communication methods

  B. Information technology

  C. Communication models

  D. Information management systems

  Correct Answer: C

  Explanation:

  10.1.2.3 Communication Models The communication models used to facilitate communications and the exchange of information may vary from project to project and also within different stages of the same project. [..]. Medium is the technology medium and includes the mode of communication while noise includes any interference or barriers that might compromise the delivery of the message. The sequence of steps in a basic communication model is:

  Encode. Thoughts or ideas are translated (encoded) into language by the sender.

  Transmit Message. This information is then sent by the sender using communication channel (medium). The transmission of this message may be compromised by various factors (e.g., distance, unfamiliar technology, inadequate infrastructure, cultural difference, and lack of background information). These factors are collectively termed as noise.

  Decode. The message is translated by the receiver back into meaningful thoughts or ideas.

  Acknowledge. Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message but this does not necessarily mean agreement with or comprehension of the message.

  Feedback/Response. When the received message has been decoded and understood, the receiver encodes thoughts and ideas into a message and then transmits this message to the original sender.

  Process: 10.2 Manage Communications Definition: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan. Key Benefit: The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.

  Inputs

  1.

  Communications management plan

  2.

  Work performance reports

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Communication technology

  2.

  Communication models

  3.

  Communication methods

  4.

  Information management systems

  5.

  Performance reporting

  Outputs

  1.

  Project communications

  2.

  Project management plan updates

  3.

  Project documents updates

  4.

  Organizational process assets updates

• Question 354:

  The scope management plan and scope baseline are contained in:

  A. organizational process assets

  B. a requirements traceability matrix

  C. the project charter

  D. the project management plan

  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

  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 355:

  The lowest level normally depicted in a work breakdown structure (VVBS) is called a/an:

  A. work package

  B. deliverable

  C. milestone

  D. activity

  Correct Answer: A

• Question 356:

  Which schedule method allows the project team to place buffers on the project schedule path to account for limited resources and project uncertainties?

  A. Critical path method

  B. Critical chain method

  C. Resource leveling

  D. Schedule network analysis

  Correct Answer: B

  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. The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty. One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is known as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.

  

  Figure 6-19. Example of Critical Chain Method

• Question 357:

  When closing a project or phase, part of the process may require the use of which type of analysis?

  A. Reserve analysis

  B. Regression analysis

  C. Document analysis

  D. Product analysis

  Correct Answer: B

  Explanation:

  Regression Analysis. An analytic technique where a series of input variables are examined in relation to

  their corresponding output results in order to develop a mathematical or statistical relationship.

  4.4.2.2 Analytical Techniques

  Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:

  Regression analysis,

  Grouping methods,

  Causal analysis,

  Root cause analysis,

  Forecasting methods (e.g., time series, scenario building, simulation, etc.),

  Failure mode and effect analysis (FMEA),

  Fault tree analysis (FTA),

  Reserve analysis,

  Trend analysis,

  Earned value management, and

  Variance analysis.

• Question 358:

  In a typical project, project managers spend most of their time:

  A. Estimating

  B. Scheduling

  C. Controlling

  D. Communicating

  Correct Answer: D

• Question 359:

  For a stakeholder with low interest and high power, the project manager should:

  A. Monitor the stakeholder.

  B. Manage the stakeholder closely.

  C. Keep the stakeholder satisfied.

  D. Keep the stakeholder informed.

  Correct Answer: C

• Question 360:

  Project Scope Management is primarily concerned with: A. Developing a detailed description of the project and product.

  B. Determining how requirements will be analyzed, documented, and managed.

  C. Defining and controlling what is and is not included in the project.

  D. Formalizing acceptance of the completed project deliverables.

  Correct Answer: C

  Explanation:

  Project Scope Management

  Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully. Managing the projectscope is primarily concerned with defining and controlling what is and is not included in theproject.