PMI CAPM PMI-100 Questions & Answers

• Question 521:

  The process of monitoring the status of the project to update project progress and manage changes to the schedule baseline is:

  A. Control Schedule.

  B. Quality Control.

  C. Perform Integrated Change Control.

  D. Develop Schedule.

  Correct Answer: A

  Explanation:

  6.6.3.1 Schedule Baseline A schedule baseline is the approved version of a schedule model that can be changed only through formal change control procedures and is used as a basis for comparison to actual results. It is accepted and approved by the appropriate stakeholders as the schedule baseline with baseline start dates and baseline finish dates. During monitoring and controlling, the approved baseline dates are compared to the actual start and finish dates to determine whether variances have occurred. The schedule baseline is a component of the project management plan.

  Process: 6.7 Control Schedule Definition: Control Schedule is the process of monitoring the status of project activities to updateproject progress and manage changes to the schedule baseline to achieve the plan.

  Key Benefit: The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

  Inputs

  1.

  Project management plan

  2.

  Project schedule

  3.

  Work performance data

  4.

  Project calendars

  5.

  Schedule data

  6.

  Organizational process assets

  Tools and Techniques

  1.

  Performance reviews

  2.

  Project management software

  3.

  Resource optimization techniques

  4.

  Modeling techniques

  5.

  Leads and lags

  6.

  Schedule compression

  7.

  Scheduling tool

  Outputs

  1.

  Work performance information

  2.

  Schedule forecasts

  3.

  Change requests

  4.

  Project management plan updates

  5.

  Project documents updates

  6.

  Organizational process assets updates

• Question 522:

  One of the tools and techniques of the Manage Project Team process is:

  A. organization charts.

  B. ground rules.

  C. organizational theory,

  D. conflict management.

  Correct Answer: D

  Explanation:

  9.4.2.3 Conflict Management

  Conflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict.

  Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions. The success of project managers in managing their project teams often depends a great deal on their ability to resolve conflict. Different project managers may utilize different conflict resolution methods.

  Factors that influence conflict resolution methods include:

  •

  Relative importance and intensity of the conflict,

  •

  Time pressure for resolving the conflict,

  •

  Position taken by persons involved, and

  •

  Motivation to resolve conflict on a long-term or a short-term basis.

  There are five general techniques for resolving conflict. As each one has its place and use, these are not

  given in any particular order:

  Withdraw/Avoid. Retreating from an actual or potential conflict situation; postponing the issue to be

  better prepared or to be resolved by others.

  Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; conceding

  one's position to the needs of others to maintain harmony and relationships.

  Compromise/Reconcile. Searching for solutions that bring some degree of satisfaction to all parties in

  order to temporarily or partially resolve the conflict.

  Force/Direct. Pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually

  enforced through a power position to resolve an emergency.

  Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from differing perspectives;

  requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.

  Process: 9.4 Manage Project TeamDefinition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance. Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

  Inputs

  1.

  Human resource management plan

  2.

  Project staff assignments

  3.

  Team performance assessments

  4.

  Issue log

  5.

  Work performance reports

  6.

  Organizational process assets

  Tools and Techniques

  1.

  Observation and conversation

  2.

  Project performance appraisals

  3.

  Conflict management

  4.

  Interpersonal skills

  Outputs

  1.

  Change requests

  2.

  Project management plan updates

  3.

  Project documents updates

  4.

  Enterprise environmental factors updates

  5.

  Organizational process assets updates

• Question 523:

  Which type of management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation?

  A. Project

  B. Functional

  C. Program

  D. Portfolio

  Correct Answer: D

  Explanation:

  1.4.2 Portfolio Management

  A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. For example, an infrastructure firm that has the strategic objective of “maximizing the return on its investments” may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and airports. From this mix, the firm may choose to manage related projects as one program. All of the power projects may be grouped together as a power program. Similarly, all of the water projects may be grouped together as a water program. Thus, the power program and the water program become integral components of the enterprise portfolio of the infrastructure firm.

• Question 524:

  A method to manage stakeholder expectations in the scope statement is to clearly:

  A. state the guiding principles of the organization.

  B. identify alternatives to generate different approaches.

  C. state what is out of scope.

  D. outline the results of the Delphi technique.

  Correct Answer: C

• Question 525:

  Analogous cost estimating relies on which of the following techniques?

  A. Expert judgment

  B. Project management software

  C. Vendor bid analysis

  D. Reserve analysis

  Correct Answer: A

  Explanation:

  4.1.2.1 Expert JudgmentDefinition: 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).

• Question 526:

  Labor, materials, equipment, and supplies are examples of:

  A. Resource attributes.

  B. Resource types.

  C. Resource categories.

  D. Resource breakdown structures (RBS).

  Correct Answer: C

  Explanation:

  6.4.3.2 Resource Breakdown Structure The resource breakdown structure is a hierarchical representation of resources by category and type. Examples of resource categories include labor, material, equipment, and supplies. Resource types may include the skill level, grade level, or other information as appropriate to the project. The resource breakdown structure is useful for organizing and reporting project schedule data with resource utilization information.

• Question 527:

  Which technique helps to determine the risks that have the most potential impact on a project?

  A. Cost risk simulation analysis

  B. Expected monetary value analysis

  C. Modeling and simulation

  D. Sensitivity analysis

  Correct Answer: D

  Explanation:

  11.4.2.2 Quantitative Risk Analysis and Modeling Techniques

  Commonly used techniques use both event-oriented and project-oriented analysis approaches, including:

  • Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential

  impact on the project. It helps to understand how the variations in project's objectives correlate with

  variations in different uncertainties. Conversely, it examines the extent to which the uncertainty of each

  project element affects the objective being studied when all other uncertain elements are held at their

  baseline values.

• Question 528:

  Which of the following is an example of the simplest fixed-price contract?

  A. Purchase requisition

  B. Purchase order

  C. Verbal agreement

  D. Request for quote

  Correct Answer: B

• Question 529:

  Change requests, project management plan updates, project document updates, and organizational process assets updates are all outputs of which project management process?

  A. Plan Risk Responses

  B. Manage Stakeholder Expectations

  C. Define Scope

  D. Report Performance

  Correct Answer: B

• Question 530:

  Which process involves identifying and documenting the logical relationships between project activities?

  A. Develop Schedule

  B. Sequence Activities

  C. Create WBS

  D. Applying leads and lags

  Correct Answer: B

  Explanation:

  Process: 6.3 Sequence Activities

  Definition: The process of identifying and documenting relationships among the project activities.

  Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the

  greatest efficiency given all project constraints.

  Inputs

  1.

  Schedule management plan

  2.

  Activity list

  3.

  Activity attributes

  4.

  Milestone list

  5.

  Project scope statement

  6.

  Enterprise environmental factors

  7.

  Organizational process assets

  Tools and Techniques

  1.

  Precedence diagramming method (PDM)

  2.

  Dependency determination

  3.

  Leads and lags

  Outputs

  1.

  Project schedule network diagrams

  2.

  Project documents updates