PMI CAPM PMI-100 Questions & Answers

• Question 441:

  Based on the following metrics: EV= $20,000, AC= $22,000, and PV= $28,000, what is the project CV?

  A. -8000

  B. -2000

  C. 2000

  D. 8000

  Correct Answer: B

• Question 442:

  Which tool within the Perform Quality Control process identifies whether or not a process has a predictable performance?

  A. Cause and effect diagram

  B. Control charts

  C. Pareto chart

  D. Histogram

  Correct Answer: B

  Explanation:

  • Control charts, are used to determine whether or not a process is stable or has predictableperformance.

  Upper and lower specification limits are based on requirements of the agreement. They reflect the maximum and minimum values allowed. There may be penalties associated with exceeding the specification limits. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent unnatural performance. The corrective action typically seeks to maintain the natural stability of a stable and capable process. For repetitive processes, the control limits are generally set at ±3 s around a process mean that has been set at 0 s. A process is considered out of control when: (1) a data point exceeds a control limit;

  (2) seven consecutive plot points are above the mean; or (3) seven consecutive plot points are below the

  mean. Control charts can be used to monitor various types of output variables.

  Although used most frequently to track repetitive activities required for producing manufactured lots,

  control charts may also be used to monitor cost and schedule variances, volume, and frequency of scope

  changes, or other management results to help determine if the project management processes are in

  control.

• Question 443:

  What is a tool to improve team performance?

  A. Staffing plan

  B. External feedback

  C. Performance reports

  D. Co-location

  Correct Answer: D

  Explanation:

  9.3.2.5 Colocation

  Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or for the entire project. Colocation strategies can include a team meeting room (sometimes called “war room”), places to post schedules, and other conveniences that enhance communication and a sense of community. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.

  Process: 9.3 Develop Project TeamDefinition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance. Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

  Inputs

  1.

  Human resource management plan

  2.

  Project staff assignments

  3.

  Resource calendars

  Tools and Techniques

  1.

  Interpersonal skills

  2.

  Training

  3.

  Team-building activities

  4.

  Ground rules

  5.

  Colocation

  6.

  Recognition and rewards

  7.

  Personnel assessment tools

  Outputs

  1.

  Team performance assessments

  2.

  Enterprise environmental factors updates

• Question 444:

  What is the primary benefit of meeting quality requirements?

  A. Quality metrics

  B. Less rework

  C. Quality control measurements

  D. Benchmarking

  Correct Answer: B

• Question 445:

  The PV is $1000, EV is $2000, and AC is $1500. What is CPI?

  A. 1.33

  B. 2

  C. 0.75

  D. 0.5

  Correct Answer: A

  Explanation: CPI = EV / AC

• Question 446:

  A given schedule activity is most likely to last four weeks. In a best-case scenario, the schedule activity is estimated to last two weeks. In a worst-case scenario, the schedule activity is estimated to last 12 weeks. Given these three estimates, what is the expected duration of the activity?

  A. Three weeks

  B. Four weeks

  C. Five weeks

  D. Six weeks

  Correct Answer: C

  Explanation:

  6.5.2.4 Three-Point Estimating

  The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity's duration:

  Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.

  Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.

  Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity. Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions.

  The formulas are:

  

  Triangular Distribution. tE = (tO + tM + tP) / 3 Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6

  Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

  Formula:

  E = (a + 4m + b) / 6

  Application:

  (2+ (4*4) +12)=30 /6 =5

• Question 447:

  During which process would stakeholders provide formal acceptance of the completed project scope?

  A. Perform Quality Control

  B. Verify Scope

  C. Control Scope

  D. Develop Schedule

  Correct Answer: B

• Question 448:

  Co-location is a tool and technique of:

  A. Develop Human Resource Plan.

  B. Manage Project Team.

  C. Develop Project Team.

  D. Acquire Project Team.

  Correct Answer: C

  9.3.2.5 Colocation

  Colocation, also referred to as “tight matrix,” involves placing many or all of the most active project team members in the same physical location to enhance their ability to perform as a team. Colocation can be temporary, such as at strategically important times during the project, or for the entire project. Colocation strategies can include a team meeting room (sometimes called “war room”), places to post schedules, and other conveniences that enhance communication and a sense of community. While colocation is considered a good strategy, the use of virtual teams can bring benefits such as the use of more skilled resources, reduced costs, less travel, and relocation expenses and the proximity of team members to suppliers, customers, or other key stakeholders.

  Process: 9.3 Develop Project TeamDefinition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance. The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance. Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

  Inputs

  1.

  Human resource management plan

  2.

  Project staff assignments

  3.

  Resource calendars

  Tools and Techniques

  1.

  Interpersonal skills

  2.

  Training

  3.

  Team-building activities

  4.

  Ground rules

  5.

  Colocation

  6.

  Recognition and rewards

  7.

  Personnel assessment tools

  Outputs

  1.

  Team performance assessments

  2.

  Enterprise environmental factors updates

• Question 449:

  Control charts, flowcharting, histograms, Pareto charts, and scatter diagrams are tools and techniques of which process?

  A. Perform Quality Control

  B. Perform Quality Assurance

  C. Plan Quality

  D. Report Performance

  Correct Answer: C

• Question 450:

  Which of the following types of a dependency determination is used to define the sequence of activities?

  A. Legal

  B. Discretionary

  C. Internal

  D. Resource

  Correct Answer: B

  Explanation:

  6.3.2.2 Dependency Determination Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

  Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

  Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.

  External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.

  Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.