PMI CAPM PMI-100 Questions & Answers

• Question 781:

  A project lifecycle is defined as:

  A. a collection of generally sequential and sometimes overlapping project phases.

  B. a process required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

  C. a recognized standard for the project management profession.

  D. the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

  Correct Answer: A

  Explanation:

  2.4 Project Life Cycle A project life cycle is the series of phases that a project passes through from its initiation to its closure. The phases are generally sequential, and their names and numbers are determined by the management and control needs of the organization or organizations involved in the project, the nature of the project itself, and its area of application. The phases can be broken down by functional or partial objectives, intermediate results or deliverables, specific milestones within the overall scope of work, or financial availability. Phases are generally time bounded, with a start and ending or control point. A life cycle can be documented within a methodology. The project life cycle can be determined or shaped by the unique aspects of the organization, industry, or technology employed. While every project has a definite start and a definite end, the specific deliverables and activities that take place in between will vary widely with the project. The life cycle provides the basic framework for managing the project, regardless of the specific work involved.

• Question 782:

  Using the three-point estimating technique, if the most likely duration is four months, the optimistic duration is two months, and the pessimistic duration is one year, how many months is the expected activity duration?

  A. Two

  B. Four

  C. Five

  D. Twelve

  Correct Answer: C

  Explanation:

  6.5.2.4 Three-Point Estimating

  The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity's duration:

  Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.

  Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.

  Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity.

  Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions. The formulas are:

  Triangular Distribution. tE = (tO + tM + tP) / 3

  Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6 Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.

  E = (a + 4m + b) / 6 (2+ (4*4) +12)=30 /6 =5

• Question 783:

  Which of the following is an input to Direct and Manage Project Execution?

  A. Performance reports

  B. Project charter

  C. Outputs from planning processes

  D. Enterprise environmental factors

  Correct Answer: D

• Question 784:

  Which activity may occur at project or phase closure?

  A. Acceptance of deliverables

  B. Change requests

  C. Project management plan updates

  D. Benchmarking

  Correct Answer: A

• Question 785:

  The staffing management plan is part of the:

  A. organizational process assets.

  B. resource calendar.

  C. human resource plan.

  D. Develop Project Team process.

  Correct Answer: C

• Question 786:

  Which is an output of the Collect Requirements process?

  A. Requirements traceability matrix

  B. Project scope statement

  C. WBS dictionary

  D. Work performance measurements

  Correct Answer: A

  Explanation:

  5.2.3.2 Requirements Traceability Matrix

  The requirements traceability matrix is a grid that links product requirements from their origin to the deliverables that satisfy them. The implementation of a requirements traceability matrix helps ensure that each requirement adds business value by linking it to the business and project objectives. It provides a means to track requirements throughout the project life cycle, helping to ensure that requirements

  approved in the requirements documentation are delivered at the end of the project. Finally, it provides a

  structure for managing changes to the product scope.

  Tracing includes, but is not limited to, tracing requirements for the following:

  Business needs, opportunities, goals, and objectives;

  Project objectives;

  Project scope/WBS deliverables;

  Product design;

  Product development;

  Test strategy and test scenarios; and

  High-level requirements to more detailed requirements. Attributes associated with each requirement can be recorded in the requirements traceability matrix. These attributes help to define key information about the requirement. Typical attributes used in the requirements traceability matrix may include: a unique identifier, a textual description of the requirement, the rationale for inclusion, owner, source, priority, version, current status (such as active, cancelled, deferred, added, approved, assigned, completed), and status date. Additional attributes to ensure that the requirement has met stakeholders’ satisfaction may include stability, complexity, and acceptance criteria.

  Process: 5.2 Collect RequirementsDefinition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives. Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.

  Inputs

  1.

  Scope management plan

  2.

  Requirements management plan

  3.

  Stakeholder management plan

  4.

  Project charter

  5.

  Stakeholder register

  Tools and Techniques

  1.

  Interviews

  2.

  Focus groups

  3.

  Facilitated workshops

  4.

  Group creativity techniques

  5.

  Group decision-making techniques

  6.

• Question 787:

  During project selection, which factor is most important?

  A. Types of constraints

  B. Internal business needs

  C. Budget

  D. Schedule

  Correct Answer: B

  Explanation: Projects are initiated by an entity external to the project such as a sponsor, program or project management offce (PMO) staff person, or a portfolio governing body chairperson or authorized representative. The project initiator or sponsor should be at the level that is appropriate to procure funding and commit resources to the project. Projects are initiated due to internal business needs or externalinfluences. These needs or influences often trigger the creation of a needs analysis, feasibility study, business case, or description of the situation that the project will address. Chartering a project validates alignment of the project to the strategy and ongoing work of the organization. A project charter is not considered to be a contract, because there is no consideration or money promised or exchanged in its creation.

• Question 788:

  In the basic communication model, which term refers to the method that is used to convey the message?

  A. Decode

  B. Encode

  C. Medium

  D. Noise

  Correct Answer: C

• Question 789:

  Which characteristics do effective project managers possess?

  A. Project management knowledge, performance skills, and personal effectiveness

  B. Preparedness, project management knowledge, and personality characteristics

  C. General management, preparedness, and project management knowledge

  D. Assertiveness, collaboration, and performance skills

  Correct Answer: A

  Explanation:

  1.7.1 Responsibilities and Competencies of the Project Manager

  In general, project managers have the responsibility to satisfy the needs: task needs, team needs, and individual needs. As project management is a critical strategic discipline, the project manager becomes the link between the strategy and the team. Projects are essential to the growth and survival of organizations. Projects create value in the form of improved business processes, are indispensable in the development of new products and services, and make it easier for companies to respond to changes in the environment, competition, and the marketplace. The project manager's role therefore becomes increasingly strategic. However, understanding and applying the knowledge, tools, and techniques that are recognized as good practice are not sufficient for effective project management. In addition to any area-specific skills and general management proficiencies required for the project, effective project management requires that the project manager possess the following competencies:

  Knowledge—Refers to what the project manager knows about project management.

  Performance—Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge.

  Personal—Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.

• Question 790:

  Which type of contract is a hybrid of both a cost-reimbursable and a fixed-price contract?

  A. Cost Plus Award Fee Contract (CPAF)

  B. Firm-Fixed -Price Contract (FFP)

  C. Time and Material Contract (TandM)

  D. Cost Plus Incentive Fee Contract (CPIF)

  Correct Answer: C

  Explanation:

  Time and Material Contracts (TandM). Time and material contracts are a hybrid type of contractualarrangement that contain aspects of both cost-reimbursable and fixed-price contracts. They are often used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work cannot be quickly prescribed. These types of contracts resemble cost-reimbursable contracts in that they can be left open ended and may be subject to a cost increase for the buyer. The full value of the agreement and the exact quantity of items to be delivered may not be defined by the buyer at the time of the contract award. Thus, TandM contracts can increase in contract value as if they were costreimbursable contracts. Many organizations require not-to-exceed values and time limits placed in all TandM contracts to prevent unlimited cost growth. Conversely, TandM contracts can also resemble fixed unit price arrangements when certain parameters are specified in the contract. Unit labor or material rates can be preset by the buyer and seller, including seller profit, when both parties agree on the values for specific resource categories, such as senior engineers at specified rates per hour, or categories of materials at specified rates per unit.