PMI CAPM PMI-100 Questions & Answers

• Question 471:

  When sequencing activities, what does the common acronym FF stand for?

  A. Fixed Fee

  B. Free Float

  C. Fixed Finish

  D. Finish-to-Finish

  Correct Answer: D

  Explanation:

  A finish-to-start (FS) relationship between two activities implies that the initiation of successor is dependent on the completion of predecessor.

  A finish-to-finish (FF) relationship between two activities implies that the completion of successor is dependent on the completion of predecessor.

  A start-to-start (SS) relationship implies that the initiation of successor is dependent on the initiation of predecessor.

  A start-to-finish (SF) relationship between two activities implies that the completion of successor is dependent on the initiation of its predecessor

• Question 472:

  Which can be used to determine whether a process is stable or has predictable performance?

  A. Matrix diagram

  B. Histogram

  C. Control chart

  D. Flowchart

  Correct Answer: C

  Explanation:

  

  Control charts, are used to determine whether or not a process is stable or has predictable performance. 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 473:

  In which Project Management Process Group is the project charter developed?

  A. Monitoring and Controlling

  B. Executing

  C. Initiating

  D. Planning

  Correct Answer: C

  Explanation:

  Initiating Process Group. Those processes performed to define a new project or a new phase of an

  existing project by obtaining authorization to start the project or phase.

  Process: 4.1. Develop Project Charter

  Definition: 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 474:

  Which is used to solicit proposals from prospective sellers?

  A. Procurement statement of work

  B. Resource calendars

  C. Procurement document

  D. Independent estimates

  Correct Answer: C

  Explanation:

  12.1.3.3 Procurement Documents Procurement documents are used to solicit proposals from prospective sellers. Terms such as bid, tender, or quotation are generally used when the seller selection decision will be based on price (as when buying commercial or standard items), while a term such as proposal is generally used when other considerations, such as technical capability or technical approach are paramount. Common terms are in use for different types of procurement documents and may include request for information (RFI), invitation for bid (IFB), request for proposal (RFP), request for quotation (RFQ), tender notice, invitation for negotiation, and invitation for seller's initial response. Specific procurement terminology used may vary by industry and location of the procurement. The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of the responses. These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any required contractual provisions. With government contracting, some or all of the content and structure of procurement documents may be defined by regulation. The complexity and level of detail of the procurement documents should be consistent with the value of, and risks associated with, the planned procurement. Procurement documents are required to be sufficient to ensure consistent, appropriate responses, but flexible enough to allow consideration of any seller suggestions for better ways to satisfy the same requirements. Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance with the policies of the buyer's organization, which can include publication of the request in public newspapers, in trade journals, in public registries, or on the internet.

• Question 475:

  What is the responsibility of the project manager and the functional manager respectively?

  A. Oversight for an administrative area; a facet of the core business

  B. Achieving the project objectives; providing management oversight for an administrative area

  C. A facet of the core business; achieving the project objectives

  D. Both are responsible for achieving the project objectives.

  Correct Answer: B

• Question 476:

  The progressive detailing of the project management plan is called:

  A. expert judgment.

  B. rolling wave planning.

  C. work performance information.

  D. specification.

  Correct Answer: B

  Explanation:

  6.2.2.2 Rolling Wave Planning

  Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration. Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.

  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 477:

  Which of the following project documents is an input to the Control Scope process?

  A. Vendor risk assessment diagram

  B. Risk register

  C. Requirements traceability matrix

  D. Area of responsibility summary

  Correct Answer: C

  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.

  Process: 5.6 Control ScopeDefinition: The process of monitoring the status of the project and product scope and managing changes to the scope baseline. Key Benefit: The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.

  Inputs

  1.

  Project management plan

  2.

  Requirements documentation

  3.

  Requirements traceability matrix

  4.

  Work performance data

  5.

  Organizational process assets

  Tools and Techniques

  1. Variance analysis

  Outputs

  1.

  Work performance information

  2.

  Change requests

  3.

  Project management plan updates

  4.

  Project documents updates

  5.

  Organizational process assets updates

• Question 478:

  The output that defines an approach to increase the support and minimize negative impacts of stakeholders is the:

  A. stakeholder management strategy.

  B. communications management plan,

  C. stakeholder register,

  D. performance report.

  Correct Answer: A

• Question 479:

  Which of the following is a tool and technique used in the Develop Schedule process?

  A. Three-point estimates

  B. Resource leveling

  C. Precedence diagramming method

  D. Bottom-up estimating

  Correct Answer: B

  Explanation:

  Process: 6.6 Develop ScheduleDefinition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

  Inputs

  1.

  Schedule management plan

  2.

  Activity list

  3.

  Activity attributes

  4.

  Project schedule network diagrams

  5.

  Activity resource requirements

  6.

  Resource calendars

  7.

  Activity duration estimates

  8.

  Project scope statement

  9.

  Risk register 10.Project staff assignments 11.Resource breakdown structure 12.Enterprise environmental factors 13.Organizational process assets

  Tools and Techniques

  1.

  Schedule network analysis

  2.

  Critical path method

  3.

  Critical chain method

  4.

  Resource optimization techniques

  5.

  Modeling techniques

  6.

  Leads and lags

  7.

  Schedule compression

  8.

  .Scheduling tool

  Outputs

  1.

  Schedule baseline

  2.

  .Project schedule

  3.

  Schedule data

  4.

  Project calendars

  5.

  Project management plan updates

  6.

  Project documents updates

• Question 480:

  Which tool or technique is used in Manage Stakeholder Expectations?

  A. Stakeholder management strategy

  B. Communication methods

  C. Issue log

  D. Change requests

  Correct Answer: B