PMI CAPM PMI-100 Questions & Answers

• Question 611:

  Who is responsible for determining which processes from the Process Groups will be employed and who will be performing them?

  A. Project sponsor and project manager

  B. Project sponsor and functional manager

  C. Project manager and project team

  D. Project team and functional manager

  Correct Answer: C

• Question 612:

  Who is responsible for developing the project management plan and all related component plans?

  A. Project team

  B. Portfolio manager

  C. Project manager

  D. Project management office

  Correct Answer: C

  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).

  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 613:

  Which type of team can be defined as a group of people with a shared goal who fulfill their roles although spending little or no time meeting face to face?

  A. Co-location team

  B. Virtual team

  C. Departmental team

  D. Consultant team

  Correct Answer: B

• Question 614:

  Which tool or technique measures performance of the project as it moves from project initiation through project closure?

  A. Resource leveling

  B. Parametric measuring

  C. Pareto chart

  D. Earned value

  Correct Answer: D

  Explanation:

  7.4.2.1 Earned Value Management

  Earned value management (EVM) is a methodology that combines scope, schedule, and resourcemeasurements to assess project performance and progress. It is a commonly used method of performance measurement for projects. It integrates the scope baseline with the cost baseline, along with the schedule baseline, to form the performance measurement baseline, which helps the project management team assess and measure project performance and progress. It is a project management technique that requires the formation of an integrated baseline against which performance can be measured for the duration of the project.

• Question 615:

  Which tool or technique is used to develop a project charter?

  A. Project manager information systems

  B. Expert judgment

  C. Change control meetings

  D. Brainstorming

  Correct Answer: B

  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).

  Process: 4.1. Develop Project CharterDefinition: 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 616:

  Which standard examines an enterprise's project management process capabilities?

  A. PMBOK Guide

  B. The Standard for Program Management.

  C. Organizational Project Management Maturity Model "OPM3"

  D. The Standard for Portfolio Management

  Correct Answer: C

• Question 617:

  Which stakeholder communicates with higher levels of management to gather organizational support and promote project benefits?

  A. Portfolio manager

  B. Project sponsor

  C. Project manager

  D. Project management office

  Correct Answer: B

  Explanation: Sponsor. A sponsor is the person or group who provides resources and support for the project and is accountable for enabling success. The sponsor may be external or internal to the project manager's organization. From initial conception through project closure, the sponsor promotes the project. This includes serving as spokesperson to higher levels of management to gather support throughoutthe organization and promoting the benefits the project brings. The sponsor leads the project through the initiating processes until formally authorized, and plays a significant role in the development of the initial scope and charter. For issues that are beyond the control of the project manager, the sponsor serves as an escalation path. The sponsor may also be involved in other important issues such as authorizing changes in scope, phase-end reviews, and go/no-go decisions when risks are particularly high. The sponsor also ensures a smooth transfer of the project's deliverables into the business of the requesting organization after project closure.

• Question 618:

  Which schedule development technique modifies the project schedule to account for limited resources?

  A. Human resource planning

  B. Fast tracking

  C. Critical chain method

  D. Rolling wave planning

  Correct Answer: C

  Explanation:

  6.6.2.3 Critical Chain Method The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.

• Question 619:

  Which process group contains the processes performed to finalize all activities?

  A. Planning Process Group

  B. Executing Process Group

  C. Monitoring and Controlling Process Group D. Closing Process Group

  Correct Answer: D

  Explanation:

  • Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

• Question 620:

  Which of the Project Time Management processes analyzes activity sequencing, durations, resource requirements, and schedule constraints?

  A. Estimate Activity Durations

  B. Control Schedule

  C. Sequence Activities

  D. Develop Schedule

  Correct Answer: D

  Explanation:

  Process: 6.6 Develop Schedule

  Definition: 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