PMI CAPM PMI-100 Questions & Answers

• Question 601:

  What type of planning is used where the work to be accomplished in the near term is planned in detail, while work in the future is planned at a higher level?

  A. Finish-to-start planning

  B. Rolling wave planning

  C. Short term planning

  D. Dependency determination

  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.

• Question 602:

  What type of reward can hurt team cohesiveness?

  A. Sole-sum

  B. Win-lose

  C. Lose-win

  D. Partial-sum

  Correct Answer: B

  Explanation:

  

  Recognition and rewards. Clear criteria for rewards and a planned system for their use help promote and reinforce desired behaviors. To be effective, recognition and rewards should be based on activities and performance under a person's control. For example, a team member who is to be rewarded for meeting cost objectives should have an appropriate level of control over decisions that affect expenses. Creating a plan with established times for distribution of rewards ensures that recognition takes place and is not forgotten. Recognition and rewards are part of the Develop Project Team process (Section 9.3).

  Process: 9.3 Develop Project TeamDefinition: The process of improving competencies, team member interaction, and overall team environment to enhance 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 603:

  Which of the following consists of the detailed project scope statement and its associated WBS and WBS dictionary?

  A. Scope plan

  B. Product scope

  C. Scope management plan

  D. Scope baseline

  Correct Answer: D

  Explanation:

  5.4.3.1 Scope Baseline

  The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:

  Project scope statement. The project scope statement includes the description of the project scope, major deliverables, assumptions, and constraints.

  WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.

  WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:

  ○

  Code of account identifier,

  ○

  Description of work,

  ○

  Assumptions and constraints,

  ○

  Responsible organization,

  ○

  Schedule milestones,

  ○

  Associated schedule activities,

  ○

  Resources required,

  ○

  Cost estimates,

  ○

  Quality requirements,

  ○

  Acceptance criteria,

  ○

  Technical references, and

  ○

  Agreement information

• Question 604:

  What is the name of a graphic display of project team members and their reporting relationships?

  A. Role dependencies chart

  B. Reporting flow diagram

  C. Project organization chart

  D. Project team structure diagram

  Correct Answer: C

• Question 605:

  Which tool is used to develop technical details within the project management plan?

  A. Expert judgment

  B. Project management methodology

  C. Project management information system (PMIS)

  D. Project selection methods

  Correct Answer: A

  Explanation:

  4.1.2.1 Expert Judgment

  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 606:

  Assigned risk ratings are based upon:

  A. Root cause analysis.

  B. Risk probability and impact assessment.

  C. Expert judgment.

  D. Revised stakeholders' tolerances.

  Correct Answer: B

  Explanation:

  11.3.2.2 Probability and Impact MatrixDefinition: can be prioritized for further quantitative analysis and planning risk responses based on their risk rating. Ratings are assigned to risks based on their assessed probability and impact. Evaluation of each risk's importance and priority for attention is typically conducted using a look-up table or a probability and impact matrix. Such a matrix specifies combinations of probability and impact that lead to rating the risks as low, moderate, or high priority. Descriptive terms or numeric values can be used depending on organizational preference.

  Probability and impact matrix. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project's objectives. A typical approach to prioritizing risks is to use a look-up table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as “high,” “moderate,” or “low” importance are usually set by the organization.

• Question 607:

  Within a matrix organization, dual reporting of team members is a risk for project success. Who is responsible for managing this dual reporting relationship factor?

  A. Functional manager

  B. Project manager

  C. Functional manager supported by the project manager

  D. Project management office

  Correct Answer: B

• Question 608:

  Within project integration management, the statement of work (SOW) references which aspects of the project?

  A. Strategic plan, business need, and product scope description

  B. Contract, enterprise environmental factors, and organizational process assets

  C. Business plan, project management plan, and project schedule

  D. Product lifecycle, business objective, and management strategy

  Correct Answer: A

  Explanation:

  4.1.1.1 Project Statement of Work Page 67

  The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or as part of a contract. The SOW references the following:

  Business need. An organization's business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-benefit analysis are contained in the business case to justify the project.

  Product scope description. The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need

  that the project will address.

  Strategic plan. The strategic plan documents the organization's strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization's strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization.

• Question 609:

  Who MUST know when a risk event occurs so that a response can be implemented?

  A. Customers

  B. Project sponsors

  C. Project management team

  D. Insurance claims department.

  Correct Answer: C

• Question 610:

  Who is responsible for reviewing change requests and approving or rejecting the change requests?

  A. Change control board

  B. Project manager

  C. Project management office

  D. Project sponsor

  Correct Answer: A

  Explanation:

  Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating,

  approving, delaying, or rejecting changes to the project, and for recording and communicating such

  decisions.