PMI CAPM PMI-100 Questions & Answers

• Question 671:

  Using the following data, what is the Schedule Performance Index (SPI)? EV= $500 PV= $750 AC= $1000 BAC= $1200

  A. 0.67

  B. 1.5

  C. 0.75

  D. 0.5

  Correct Answer: A

  Explanation: SPI = EV / PV

• Question 672:

  The traditional organization chart structure that can be used to show positions and relationships in a graphic top-down format is called a:

  A. Responsible, accountable, consult, and inform (RACI) chart.

  B. Matrix-based chart.

  C. Human resource chart.

  D. Hierarchical-type chart.

  Correct Answer: D

• Question 673:

  The three types of estimates that PERT uses to define an approximate range for an activity's cost are:

  A. Parametric, most likely, and analogous.

  B. Least likely, analogous, and realistic.

  C. Parametric, optimistic, and pessimistic.

  D. Most likely, optimistic, and pessimistic.

  Correct Answer: D

• Question 674:

  The run chart created during the Perform Quality Control process on a project is used to show the:

  A. relationship between two variables

  B. data points plotted in the order in which they occur

  C. most common cause of problems in a process

  D. frequency of occurrence

  Correct Answer: B

• Question 675:

  The project manager has requested all expert team members to complete an anonymous questionnaire to identify possible risks. This is an example of a technique known as the:

  A. interview technique

  B. information gathering technique

  C. Delphi technique

  D. feedback technique

  Correct Answer: C

  Explanation: Delphi technique. The Delphi technique is a way to reach a consensus of experts. Project risk experts participate in this technique anonymously. A facilitator uses a questionnaire to solicit ideas about the important project risks. The responses are summarized and are then recirculated to the experts for further comment. Consensus may be reached in a few rounds of this process. The Delphi technique helps reduce bias in the data and keeps any one person from having undue influence on the outcome.

  5.2.2.5 Group Decision-Making Techniques

  A group decision-making technique is an assessment process having multiple alternatives with an

  expected outcome in the form of future actions. These techniques can be used to generate, classify, and

  prioritize product requirements.

  There are various methods of reaching a group decision, such as:

  •

  Unanimity. A decision that is reached whereby everyone agrees on a single course of action. One way to reach unanimity is the Delphi technique, in which a selected group of experts answersquestionnaires and provides feedback regarding the responses from each round of requirementsgathering. The responses are only available to the facilitator to maintain anonymity.

  •

  Majority. A decision that is reached with support obtained from more than 50 % of the members of the group. Having a group size with an uneven number of participants can ensure that a decision will be reached, rather than resulting in a tie.

  •

  Plurality. A decision that is reached whereby the largest block in a group decides, even if a majority is not achieved. This method is generally used when the number of options nominated is more than two.

  •

  Dictatorship. In this method, one individual makes the decision for the group. All of these group decision-making techniques can be applied to the group creativity techniques used in the Collect Requirements process.

• Question 676:

  The project governance approach should be described in the:

  A. change control plan

  B. project scope

  C. statement of work

  D. project management plan

  Correct Answer: D

  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 677:

  The project charter is an input to which process?

  A. Develop Project Charter

  B. Develop Project Management Plan

  C. Monitor and Control Project Work

  D. Perform Integrated Change Control

  Correct Answer: B

  Explanation:

  4.2.1.1 Project Charter

  Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high-level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.

  4.1.3.1 Project Charter

  The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:

  Project purpose or justification,

  Measurable project objectives and related success criteria,

  High-level requirements,

  Assumptions and constraints,

  High-level

  project description and boundaries,

  High-level

  risks,

  Summary milestone schedule,

  Summary budget,

  Stakeholder list,

  Project approval requirements (i.e., what constitutes project success, who decides the project is successful, and who signs off on the project),

  Assigned project manager, responsibility, and authority level, and

  Name and authority of the sponsor or other person(s) authorizing the project charter.

  Process: 4.2. Develop Project Management PlanDefinition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan. Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.

  Inputs

  1.

  Project charter

  2.

  Outputs from other processes

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Facilitation techniques

  Outputs

  1. Project management plan

  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 678:

  The process of developing a detailed description of the project and product is known as:

  A. Create WBS.

  B. Verify Scope.

  C. Collect Requirements.

  D. Define Scope.

  Correct Answer: D

  Explanation:

  Process: 5.3 Define Scope

  Definition: The process of developing a detailed description of the project and product.

  Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries

  by defining which of the requirements collected will be included in and excluded from the project scope.

  Inputs

  1.

  Scope management plan

  2.

  Project charter

  3.

  Requirements documentation

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Product analysis

  3.

  Alternatives generation

  4.

  Facilitated workshops

  Outputs

  1.

  Project scope statement

  2.

  Project documents updates

• Question 679:

  The Process Group in which the internal and external stakeholders interact and influence the overall outcome of the project is the:

  A. Monitoring and Controlling Process Group.

  B. Initiating Process Group.

  C. Planning Process Group.

  D. Executing Process Group.

  Correct Answer: B

• Question 680:

  The Process Group that involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan is known as:

  A. Initiating.

  B. Planning.

  C. Executing.

  D. Monitoring and Controlling.

  Correct Answer: C