PMI CAPM PMI-100 Questions & Answers

• Question 61:

  Identify Risks is part of which Process Group?

  A. Planning

  B. Executing

  C. Closing

  D. Initiating

  Correct Answer: A

  Explanation:

  Planning Process Group

  4.2

  Develop Project Management Plan

  5.1

  Plan Scope Management

  5.2 Collect Requirements

  5.3 Define Scope

  5.4

  Create WBS

  6.1

  Plan Schedule Management

  6.2 Define Activities

  6.3 Sequence Activities

  6.4 Estimate Activity Resources

  6.5 Estimate Activity Durations

  6.6

  Develop Schedule

  7.1

  Plan Cost Management

  7.2 Estimate Costs

  7.3

  Determine Budget

  8.1

  Plan Quality Management

  9.1

  Plan Human Resource Management

  10.1

  Plan Communications Management

  11.1

  Plan Risk Management

  11.2 Identify Risks

  11.3 Perform Qualitative Risk Analysis

  11.4 Perform Quantitative Risk Analysis

  11.5

  Plan Risk Responses

  12.1

  Plan Procurement Management

  13.2

  Plan Stakeholder Management

• Question 62:

  An input to the Identify Stakeholders process is:

  A. The project management plan.

  B. The stakeholder register.

  C. Procurement documents.

  D. Stakeholder analysis.

  Correct Answer: C

  Explanation:

  12.1.3.3 Procurement Documents

  Procurement documents are used to solicit proposals from prospective sellers. Terms such as bid, tender, or quotation are generally used when the seller selection decision will be based on price (as when buying commercial or standard items), while a term such as proposal is generally used when other considerations, such as technical capability or technical approach are paramount. Common terms are in use for different types of procurement documents and may include request for information (RFI), invitation for bid (IFB), request for proposal (RFP), request for quotation (RFQ), tender notice, invitation for negotiation, and invitation for seller's initial response. Specific procurement terminology used may vary by industry and location of the procurement. The buyer structures procurement documents to facilitate an accurate and complete response from each prospective seller and to facilitate easy evaluation of the responses. These documents include a description of the desired form of the response, the relevant procurement statement of work (SOW) and any required contractual provisions. With government contracting, some or all of the content and structure of procurement documents may be defined by regulation. The complexity and level of detail of the procurement documents should be consistent with the value of, and risks associated with, the planned procurement. Procurement documents are required to be sufficient to ensure consistent, appropriate responses, but flexible enough to allow consideration of any seller suggestions for better ways to satisfy the same requirements. Issuing a procurement request to potential sellers to submit a proposal or bid is normally done in accordance with the policies of the buyer's organization, which can include publication of the request in public newspapers, in trade journals, in public registries, or on the internet.

  Process: 13.1 Identify StakeholdersDefinition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success. Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.

  Inputs

  1.

  Project charter

  2.

  Procurement documents

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Stakeholder analysis

  2.

  Expert judgment

  3.

  Meetings

  Outputs

  1. Stakeholder register

• Question 63:

  Which Define Activities output extends the description of the activity by identifying the multiple components associated with each activity?

  A. Project document updates

  B. Activity list

  C. Activity attributes

  D. Project calendars

  Correct Answer: C

  Explanation:

  6.2.3.2 Activity Attributes

  Activities, distinct from milestones, have durations, during which the work of that activity is performed, and may have resources and costs associated with that work. Activity attributes extend the description of the activity by identifying the multiple components associated with each activity. The components for each activity evolve over time. During the initial stages of the project, they include the activity identifier (ID), WBS ID, and activity label or name, and when completed, may include activity codes, activity description, predecessor activities, successor activities, logical relationships, leads and lags (Section 6.3.2.3), resource requirements, imposed dates, constraints, and assumptions. Activity attributes can be used to identify the person responsible for executing the work, geographic area, or place where the work has to be performed, the project calendar the activity is assigned to, and activity type such as level of effort (often abbreviated as LOE), discrete effort, and apportioned effort. Activity attributes are used for schedule development and for selecting, ordering, and sorting the planned schedule activities in various ways within reports. The number of attributes varies by application area.

  Process: 6.2 Define Activities Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

  Inputs

  1.

  Schedule management plan

  2.

  Scope baseline

  3.

  Enterprise environmental factors

  4.

  Organizational process assets

  Tools and Techniques

  1.

  Decomposition

  2.

  Rolling wave planning

  3.

  Expert judgment

  Outputs

  1.

  Activity list

  2.

  Activity attributes

  3.

  Milestone list

• Question 64:

  Which type of project management office (PMO) supplies templates, best practices, and training to project teams?

  A. Supportive

  B. Directive

  C. Controlling

  D. Instructive

  Correct Answer: A

• Question 65:

  Configuration identification, configuration status accounting, and configuration verification and audit are all activities in which process?

  A. Perform Quality Assurance

  B. Direct and Manage Project Work

  C. Monitor and Control Project Work

  D. Perform Integrated Change Control

  Correct Answer: D

• Question 66:

  Which tool or technique is used in the Estimate Costs process?

  A. Acquisition

  B. Earned value management

  C. Vendor bid analysis

  D. Forecasting

  Correct Answer: C

  Explanation:

  7.2.2.9 Vendor Bid Analysis

  Cost estimating methods may include analysis of what the project should cost, based on the responsive bids from qualified vendors. When projects are awarded to a vendor under competitive processes, additional cost estimating work may be required of the project team to examine the price of individual deliverables and to derive a cost that supports the final total project cost.

  Process: 7.2 Estimate Costs Definition: The process of developing an approximation of the monetary resources needed to complete project activities. Key Benefit: The key benefit of this process is that it determines the amount of cost required to complete project work.

  Inputs

  1.

  Cost management plan

  2.

  Human resource management plan

  3.

  Scope baseline

  4.

  Project schedule

  5.

  Risk register

  6.

  Enterprise environmental factors

  7.

  Organizational process assets

  Tools and Techniques

  1.

  Expert judgment

  2.

  Analogous estimating

  3.

  Parametric estimating

  4.

  Bottom-up estimating

  5.

  Three-point estimating

  6.

  Reserve analysis

  7.

  Cost of quality

  8.

  Project management software

  9.

  Vendor bid analysis10.Group decision-making techniques

  Outputs

  1.

  Activity cost estimates

  2.

  Basis of estimates

  3.

  Project documents updates

• Question 67:

  A tool or technique used in the Control Procurements process is:

  A. Expert judgment.

  B. Performance reporting.

  C. Bidder conferences.

  D. Reserve analysis.

  Correct Answer: B

  Explanation:

  10.2.2.5 Performance Reporting

  Performance reporting is the act of collecting and distributing performance information, including status reports, progress measurements, and forecasts. Performance reporting involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance as well as to forecast the project results. Performance reporting needs to provide information at an appropriate level for each audience. The format may range from a simple status report to more elaborate reports and may be prepared regularly or on an exception basis. A simple status report might show performance information, such as percent complete or status dashboards for each area (i.e., scope, schedule, cost, and quality). More elaborate reports may include:

  •

  Analysis of past performance,

  •

  Analysis of project forecasts (including time and cost),

  •

  Current status of risks and issues,

  •

  Work completed during the period,

  •

  Work to be completed in the next period,

  •

  Summary of changes approved in the period, and

  •

  Other relevant information, which is reviewed and discussed.

  Process: 12.3 Control Procurements Definition: The process of managing procurement relationships, monitoring contract performance, and making changes and corrections as appropriate.

  Key Benefit: The key benefit of this process is that it ensures that both the seller's and buyer's performance meets procurement requirements according to the terms of the legal agreement.

  Inputs

  1.

  Project management plan

  2.

  Procurement documents

  3.

  Agreements

  4.

  Approved change requests

  5.

  Work performance reports

  6.

  Work performance data

  Tools and Techniques

  1.

  Contract change control system

  2.

  Procurement performance reviews

  3.

  Inspections and audits

  4.

  Performance reporting

  5.

  Payment systems

  6.

  Claims administration

  7.

  Records management system

  Outputs

  1.

  Work performance information

  2.

  Change requests

  3.

  Project management plan updates

  4.

  Project documents updates

  5.

  Organizational process assets updates

• Question 68:

  An output of the Create WBS process is:

  A. Scope baseline.

  B. Change requests.

  C. Accepted deliverables.

  D. Variance analysis.

  Correct Answer: A

• Question 69:

  Which cost is associated with nonconformance?

  A. Liabilities

  B. Inspections

  C. Training

  D. Equipment

  Correct Answer: A

• Question 70:

  Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?

  A. Historical relationships

  B. Dependency determination

  C. Bottom-up estimating

  D. Rolling wave planning

  Correct Answer: D

  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.

  Process: 6.2 Define Activities Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables. Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

  Inputs

  Schedule management plan

  Scope baseline

  Enterprise environmental factors

  Organizational process assets

  Tools and Techniques

  Decomposition

  Rolling wave planning

  Expert judgment

  Outputs

  Activity list

  Activity attributes

  Milestone list