PMI CAPM PMI-100 Questions & Answers

• Question 391:

  Project Stakeholder Management focuses on:

  A. project staff assignments

  B. project team acquisition

  C. managing conflicting interests

  D. communication methods

  Correct Answer: C

  Explanation:

  PROJECT STAKEHOLDER MANAGEMENT Project Stakeholder Management includes the processes required to identify the people, groups, ororganizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective

• Question 392:

  Which is an enterprise environmental factor?

  A. Marketplace conditions

  B. Policies and procedures

  C. Project files from previous projects

  D. Lessons learned from previous projects

  Correct Answer: A

• Question 393:

  Which project risk listed in the table below is most likely to occur?

  

  A. 1

  B. 2

  C. 3

  D. 4

  Correct Answer: B

• Question 394:

  In which phase of team building activities do team members begin to work together and adjust their work habits and behavior to support the team?

  A. Performing

  B. Storming

  C. Norming

  D. Forming

  Correct Answer: C

  Explanation: One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman and Jensen, 1977), which includes fve stages of development that teams may go through. Although it's common for these stages to occur in order, it's not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.

  Forming. This phase is where the team meets and learns about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.

  Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.

  Norming. In the norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team learns to trust each other.

  Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.

  Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6). The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.

• Question 395:

  A disadvantage associated with virtual teams is that they:

  A. Require communication technology that is not readily available.

  B. Create difficulties when including people with disabilities.

  C. Often cannot accommodate teams that work different hours or shifts.

  D. Create the possibility for misunderstandings to arise.

  Correct Answer: D

  Explanation:

  9.2.2.4 Virtual Teams

  The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as e-mail, audio conferencing, social media, web-based meetings and video conferencing has made virtual teams feasible. The virtual team model makes it possible to:

  Form teams of people from the same organization who live in widespread geographic areas;

  Add special expertise to a project team even though the expert is not in the same geographic area;

  Incorporate employees who work from home offices;

  Form teams of people who work different shifts, hours, or days;

  Include people with mobility limitations or disabilities; and

  Move forward with projects that would have been ignored due to travel expenses.

  There are some disadvantages related to virtual teams, such as possibility for misunderstandings,feeling of isolation, difficulties in sharing knowledge and experience between team members, and cost of appropriate technology. Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.

• Question 396:

  Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?

  A. Inspection

  B. Quality audits

  C. Design of experiments

  D. Root cause analysis

  Correct Answer: D

  Explanation:

  Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the

  underlying causes that lead to it, and develop preventive action.

  Process: 8.2 Perform Quality Assurance

  Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.

  Inputs

  1.

  Quality management plan

  2.

  Process improvement plan

  3.

  Quality metrics

  4.

  Quality control measurements

  5.

  Project documents

  Tools and Techniques

  1.

  Quality management and control tools

  2.

  Quality audits

  3.

  Process analysis

  Outputs

  1.

  Change requests

  2.

  Project management plan updates

  3.

  Project documents updates

  4.

  Organizational process assets updates

• Question 397:

  The chart below is an example of a:

  

  A. Responsibility assignment matrix (RAM)

  B. Work breakdown structure (WBS)

  C. RACI chart

  D. Requirements traceability matrix

  Correct Answer: D

  Explanation:

  5.2.3.2 Requirements Traceability Matrix

  The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements approved in the requirements documentation are delivered at the end of the project. Finally, it provides a structure for managing changes to the product scope. Tracing includes, but is not limited to, tracing requirements for the following:

  Business needs, opportunities, goals, and objectives;

  Project objectives;

  Project scope/WBS deliverables;

  Product design;

  Product development;

  Test strategy and test scenarios; and

  High-level requirements to more detailed requirements. Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.

• Question 398:

  An input to the Control Quality process is:

  A. Activity attributes

  B. Quality control measurements

  C. Enterprise environmental factors

  D. Deliverables

  Correct Answer: D

  Explanation:

  Process: 8.3 Control QualityDefinition: The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. Key Benefit: The key benefits of this process include: (1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.

  Inputs

  1.

  Project management plan

  2.

  Quality metrics

  3.

  Quality checklists

  4.

  Work performance data

  5.

  Approved change requests

  6.

  Deliverables

  7.

  Project documents

  8.

  Organizational process assets

  Tools and Techniques

  1.

  Seven basic quality tools

  2.

  Statistical sampling

  3.

  Inspection

  4.

  Approved change requests review

  Outputs

  1.

  Quality control measurements

  2.

  Validated changes

  3.

  Verified deliverables

  4.

  Work performance information

  5.

  Change requests

  6.

  Project management plan updates

  7.

  Project documents updates

  8.

  Organizational process assets updates

• Question 399:

  Progressively elaborating high-level information into detailed plans is performed by the:

  A. project management office

  B. portfolio manager

  C. program manager

  D. project manager

  Correct Answer: D

• Question 400:

  Which Project Time Management process includes bottom-up estimating as a tool or technique?

  A. Estimate Activity Resources

  B. Sequence Activities

  C. Estimate Activity Durations

  D. Develop Schedule

  Correct Answer: A

  Explanation:

  Process: 6.4 Estimate Activity ResourcesDefinition: The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity. Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

  Inputs

  1.

  Schedule management plan

  2.

  Activity list

  3.

  Activity attributes

  4.

  Resource calendars

  5.

  Risk register

  6.

  Activity cost estimates

  7.

  Enterprise environmental factors

  8.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Alternative analysis

  3.

  Published estimating data

  4.

  Bottom-up estimating

  5.

  Project management software

  Outputs

  1.

  Activity resource requirements

  2.

  Resource breakdown structure

  3.

  Project documents updates