PMI CAPM PMI-100 Questions & Answers

• Question 561:

  As part of a mid-project evaluation, the project sponsor has asked for a forecast of the total project cost. What should be used to calculate the forecast?

  A. BAC

  B. EAC

  C. ETC

  D. WBS

  Correct Answer: B

• Question 562:

  A weighting system is a tool for which area of Conduct Procurements?

  A. Plan contracting

  B. Requesting seller responses

  C. Selecting seller's

  D. Planning purchase and acquisition

  Correct Answer: C

  Explanation:

  Process: 12.2 Conduct Procurements Definition: Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract. Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.

  Inputs

  1.

  Procurement management plan

  2.

  Procurement documents

  3.

  Source selection criteria

  4.

  Seller proposals

  5.

  Project documents

  6.

  Make-or-buy decisions

  7.

  Procurement statement of work

  8.

  Organizational process assets

  Tools and Techniques

  1.

  Bidder conference

  2.

  Proposal evaluation techniques

  3.

  Independent estimates

  4.

  Expert judgment

  5.

  Advertising

  6.

  Analytical techniques

  7.

  Procurement negotiations

  Outputs

  1.

  .Selected sellers

  2.

  .Agreements

  3.

  .Resource calendars

  4.

  .Change requests

  5.

  .Project management plan updates

  6.

  .Project documents updates

• Question 563:

  Which of the following techniques is used during Control Scope?

  A. Cost-benefit analysis

  B. Variance analysis

  C. Reserve analysis

  D. Stakeholder analysis

  Correct Answer: B

  Explanation:

  5.6.2.1 Variance Analysis

  Variance analysis is a technique for determining the cause and degree of difference between the baseline 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.

  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 564:

  What name(s) is (are) associated with the Plan-Do-Check-Act cycle?

  A. Pareto

  B. Ishikawa

  C. Shewhart-Deming

  D. Delphi

  Correct Answer: C

• Question 565:

  A project management office manages a number of aspects including the:

  A. Project scope, schedule, cost, and quality of the products of the work packages.

  B. Central coordination of communication management across projects.

  C. Assignment of project resources to best meet project objectives.

  D. Overall risk, overall opportunity, and interdependencies among projects at the enterprise level.

  Correct Answer: D

  Explanation:

  1.4.4 Project Management Office

  A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects. There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:

  Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.

  Controlling. Controlling PMOs provide support and require compliance through various means.

  Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.

  Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.

  The PMO integrates data and information from corporate strategic projects and evaluates how higher level

  strategic objectives are being fulfilled. The PMO is the natural liaison between the organization's portfolios,

  programs, projects, and the corporate measurement systems (e.g. balanced scorecard).

  The projects supported or administered by the PMO may not be related, other than by being managed

  together.

  The specific form, function, and structure of a PMO are dependent upon the needs of the organization that

  it supports.

  A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the

  life of each project, to make recommendations, or to terminate projects or take other actions, as required,

  to remain aligned with the business objectives. In addition, the PMO may be involved in the selection,

  management, and deployment of shared or dedicated project resources.

  A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:

  Managing shared resources across all projects administered by the PMO;

  Identifying and developing project management methodology, best practices, and standards;

  Coaching, mentoring, training, and oversight;

  Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;

  Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets);

  and

  Coordinating communication across projects.

  Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts are aligned with the strategic needs of the organization. Differences between the role of project managers and a PMO may include the following:

  The project manager focuses on the specified project objectives, while the PMO manages major program scope changes, which may be seen as potential opportunities to better achieve business objectives.

  The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects.

  The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual projects, while the PMO manages the methodologies, standards, overall risks/opportunities, metrics,and interdependencies among projects at the enterprise level.

• Question 566:

  What is the definition of Direct and Manage Project Execution?

  A. Integrating all planned activities

  B. Performing the activities included in the plan

  C. Developing and maintaining the plan

  D. Execution of deliverables

  Correct Answer: B

• Question 567:

  Which schedule compression technique has phases or activities done in parallel that would normally have been done sequentially?

  A. Crashing

  B. Fast tracking

  C. Leads and lags adjustment

  D. Parallel task development

  Correct Answer: B

  Explanation:

  6.6.2.7 Schedule Compression Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:

  Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity's duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.

  Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

• Question 568:

  Which type of contract is most commonly used by buying organizations because the price for goods is set at the outset and is not subject to change unless the scope of work changes?

  A. Fixed Price with Economic Price Adjustments Contract (FP-EPA)

  B. Cost-Reimbursable Contract (CR)

  C. Firm-Fixed -Price Contract (FFP)

  D. Fixed-Price-Incentive-Fee Contract (FPIF)

  Correct Answer: C

  Explanation:

  

  Firm Fixed Price Contracts (FFP). The most commonly used contract type is the FFP. It is favored by most

  buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. Any cost increase due to adverse performance is the responsibility of the seller, who is obligated to complete the effort. Under the FFP contract, the buyer should precisely specify the product or services to be procured, and any changes to the procurement specification can increase the costs to the buyer.

• Question 569:

  Conflict should be best addressed in which manner?

  A. Early, in private, using a direct, collaborative approach

  B. Early, in public, using an indirect, collaborative approach

  C. Early, in private, using an indirect, cooperative approach

  D. As late as possible, in public, using a direct, confrontational approach

  Correct Answer: A

• Question 570:

  The project management processes presented in the PMBOK Guide® should:

  A. always be applied uniformly.

  B. be selected as appropriate by the sponsor.

  C. be selected as appropriate by the project team.

  D. be applied based on ISO guidelines.

  Correct Answer: C