PMI CAPM PMI-100 Questions & Answers

• Question 591:

  Which of the following processes are part of the Project Integration Management Knowledge Area?

  A. Develop Project Management Plan, Collect Requirements, Create WBS

  B. Develop Project Management Plan, Control Scope, Develop Schedule

  C. Develop Project Charter, Define Scope, Estimate Costs

  D. Develop Project Charter, Direct and Manage Project Execution, Close Project or Phase

  Correct Answer: D

  Explanation:

  4. Project Integration Management

  4.1 Develop Project Charter

  4.2 Develop Project Management Plan

  4.3 Direct and Manage Project Work

  4.4 Monitor and Control Project Work

  4.5 Perform Integrated Change Control

  4.6 Close Project or Phase

• Question 592:

  An electronics firm authorizes a new project to develop a faster, cheaper, and smaller laptop after improvements in the industry and electronics technology. With which of the following strategic considerations is this project mainly concerned?

  A. Customer request

  B. Market demand

  C. Technological advance

  D. Strategic opportunity

  Correct Answer: C

• Question 593:

  A procurement management plan is a subsidiary of which other type of plan?

  A. Resource plan

  B. Project management plan

  C. Cost control plan

  D. Expected monetary value plan

  Correct Answer: B

  Explanation:

  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)

  12.1.3.1 Procurement Management Plan Definition: Procurement management plan is a component of the project management plan that describes how a project team will acquire goods and services from outside the performing organization. It describes how the procurement processes will be managed from developing procurement documents through contract closure. The procurement management plan can include guidance for:

  Types of contracts to be used;

  Risk management issues;

  Whether independent estimates will be used and whether they are needed as evaluation criteria;

  Those actions the project management team can take unilaterally, if the performing organization has a prescribed procurement, contracting, or purchasing department;

  Standardized procurement documents, if needed;

  Managing multiple suppliers;

  Coordinating procurement with other project aspects, such as scheduling and performance reporting;

  Any constraints and assumptions that could affect planned procurements;

  Handling the long lead times to purchase certain items from sellers and coordinating the extra time needed to procure these items with the development of the project schedule;

  Handling the make-or-buy decisions and linking them into the Estimate Activity Resources and Develop Schedule processes; the scheduled dates in each contract for the contract deliverables and coordinating with the schedule development and control processes;

  Identifying requirements for performance bonds or insurance contracts to mitigate some forms of project risk;

  Establishing the direction to be provided to the sellers on developing and maintaining a work breakdown structure (WBS);

  Establishing the form and format to be used for the procurement/contract statements of work;

  Identifying prequalified sellers, if any, to be used; and

  Procurement metrics to be used to manage contracts and evaluate sellers.

  A procurement management plan can be formal or informal, can be highly detailed or broadly framed, and is based upon the needs of each project.

• Question 594:

  A change log for communications can be used to communicate to the appropriate stakeholders that there are changes:

  A. To the project management plan.

  B. To the risk register.

  C. In the scope verification processes.

  D. And their impact to the project in terms of time, cost, and risk.

  Correct Answer: D

  Explanation:

  4.5.3.2 Change Log

  A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.

  13.3.1.3 Change Log

  Described in Section 4.5.3.2. A change log is used to document changes that occur during a project. These changes—and their impact on the project in terms of time, cost, and risk—are communicated to the appropriate stakeholders.

• Question 595:

  Which process includes prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact?

  A. Perform Qualitative Risk Analysis

  B. Perform Quantitative Risk Analysis

  C. Plan Risk Management

  D. Plan Risk Responses

  Correct Answer: A

  Explanation:

  Process: 11.3 Perform Qualitative Risk Analysis Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact. Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

  Inputs

  1.

  Risk management plan

  2.

  Scope baseline

  3.

  Risk register

  4.

  Enterprise environmental factors

  5.

  Organizational process assets

  Tools and Techniques

  1.

  Risk probability and impact assessment

  2.

  Probability and impact matrix

  3.

  Risk data quality assessment

  4.

  Risk categorization

  5.

  Risk urgency assessment

  6.

  Expert judgment

  Outputs

  1. Project documents updates

• Question 596:

  Which of the following statements best describes the influence of stakeholders and the cost of changes as project time advances?

  A. The influence of the stakeholders increases, the cost of changes increases.

  B. The influence of the stakeholders decreases, the cost of changes increases.

  C. The influence of the stakeholders increases, the cost of changes decreases.

  D. The influence of the stakeholders decreases, the cost of changes decreases.

  Correct Answer: B

• Question 597:

  Activity resource requirements and the resource breakdown structure (RBS) are outputs of which Project Time Management process?

  A. Control Schedule

  B. Define Activities

  C. Develop Schedule

  D. Estimate Activity Resources

  Correct Answer: D

  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.

  Process: 6.4 Estimate Activity ResourcesDefinition: Activity Resources is 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

• Question 598:

  Which type of estimating can produce higher levels of accuracy, depending upon the sophistication and underlying data built into the model?

  A. Bottom-up

  B. Three-point

  C. Parametric

  D. Analogous

  Correct Answer: C

  Explanation:

  7.2.2.3 Parametric Estimating Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model. Parametric cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.

• Question 599:

  Perform Quality Control is accomplished by:

  A. Identifying quality standards that are relevant to the project and determining how to satisfy them.

  B. Monitoring and recording the results of executing the quality activities to assess performance and recommend necessary changes.

  C. Ensuring that the entire project team has been adequately trained in quality assurance processes.

  D. Applying Monte Carlo, sampling, Pareto analysis, and benchmarking techniques to ensure conformance to quality standards.

  Correct Answer: B

• Question 600:

  Which Develop Schedule tool and technique produces a theoretical early start date and late start date?

  A. Critical path method

  B. Variance analysis

  C. Schedule compression

  D. Schedule comparison bar charts

  Correct Answer: A

  Explanation:

  6.6.2.2 Critical Path Method

  The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints. The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.

  On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed “total float.” A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths.

  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