PMI CAPM PMI-100 Questions & Answers

• Question 381:

  Which type of analysis is used to determine the cause and degree of difference between the baseline and actual performance?

  A. Schedule network analysis

  B. Reserve analysis

  C. Alternative analysis

  D. Variance analysis

  Correct Answer: D

  Explanation:

  5.6.2.1 Variance AnalysisVariance analysis is a technique for determining the cause and degree of difference between thebaseline 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 382:

  Which Define Activities tool or technique is used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts?

  A. Decomposition

  B. Inspection

  C. Project analysis

  D. Document analysis

  Correct Answer: A

  Explanation:

  5.4.2.1 Decomposition

  Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively manage the project. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following activities:

  Identifying and analyzing the deliverables and related work;

  Structuring and organizing the WBS;

  Decomposing the upper WBS levels into lower-level detailed components;

  Developing and assigning identification codes to the WBS components; and

  Verifying that the degree of decomposition of the deliverables is appropriate.

  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 383:

  One of the key benefits of the Plan Human Resource Management process is that it:

  A. outlines team selection guidelines and team member responsibilities.

  B. establishes project roles and responsibilities.

  C. improves teamwork, interpersonal skills, and competencies.

  D. provides an accurate appraisal of team member performance.

  Correct Answer: B

  Explanation:

  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

  1. Human resource management plan

• Question 384:

  The following chart contains information about the tasks in a project.

  

  Based on the chart, what is the schedule performance index (5PI) for Task 4?

  A. 0.83

  B. 0.9

  C. 1.11

  D. 1.33

  Correct Answer: C

• Question 385:

  The following chart contains information about the tasks in a project.

  

  Based on the chart, what is the cost variance (CV) for Task 6?

  A. -2,000

  B. 0

  C. 1,000

  D. 2,000

  Correct Answer: D

• Question 386:

  The following chart contains information about the tasks in a project.

  

  Based on the chart, what is the schedule variance (SV) for Task 8?

  A. -2,000

  B. -1,000

  C. 1,000

  D. 2,000

  Correct Answer: B

• Question 387:

  The following chart contains information about the tasks in a project.

  

  Based on the chart, what is the cost performance index (CPI) for Task 2?

  A. 0.8

  B. 1

  C. 1.25

  D. 1.8

  Correct Answer: C

• Question 388:

  A tool and technique used in the Develop Project Charter process is:

  A. change control tools

  B. expert judgment

  C. meetings

  D. analytical techniques

  Correct Answer: B

  Explanation:

  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).

  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: 4.1. Develop Project CharterDefinition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

  Inputs

  1.

  Project statement of work

  2.

  Business case

  3.

  Agreements

  4.

  Enterprise environmental factors

  5.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Facilitation techniques

  Outputs

  1. Project charter

• Question 389:

  The purpose of developing a project scope management plan is to:

  A. Manage the timely completion of the project.

  B. Ensure that the project includes all of the work required.

  C. Make sure the project will satisfy the needs for which it was begun.

  D. Reduce the risk of negative events in the project.

  Correct Answer: B

• Question 390:

  A risk that arises as a direct result of implementing a risk response is called a:

  A. contingent risk

  B. residual risk

  C. potential risk

  D. secondary risk

  Correct Answer: D

  Explanation:

  11.5.2 Plan Risk Responses: Tools and Techniques Several risk response strategies are available. The strategy or mix of strategies most likely to be effective should be selected for each risk. Risk analysis tools, such as decision tree analysis (Section 11.4.2.2), can be used to choose the most appropriate responses. Specific actions are developed to implement that strategy, including primary and backup strategies, as necessary. A fallback plan can be developed for implementation if the selected strategy turns out not to be fully effective or if an accepted risk occurs.

  Secondary risks should also be reviewed. Secondary risks are risks that arise as a direct result ofimplementing a risk response. A contingency reserve is often allocated for time or cost. If developed, it may include identification of the conditions that trigger its use.