PMI CAPM Online Practice Questions and Exam Preparation

PMI CAPM Online Questions & Answers

• Question 431:

  Which item is a formal proposal to modify any document, deliverable, or baseline?

  A. Change request
  B. Requirements documentation
  C. Scope baseline
  D. Risk urgency assessment
  A. Change request

• Question 432:

  What specific quality considerations should be examined while completing Quality Management plan?

  A. Risk register
  B. Stakeholder engagement
  C. Continuous improvement
  D. Standards and regulatory compliance
  D. Standards and regulatory compliance

• Question 433:

  What tool and technique is used to determine whether work and deliverables meet requirements and product acceptance criteria?

  A. Decomposition
  B. Benchmarking
  C. Inspection
  D. Checklist analysis
  C. Inspection

• Question 434:

  Which of the following characteristics are found in a functional organizational structure?

  A. Little or no project manager authority, little or no resource availability, and the functional manager controls the project budget
  B. Limited project manager authority, limited resource availability, and a part-time project manager's role
  C. Low to moderate project manager authority, low to moderate resource availability, and a full-time project manager's role
  D. High to almost total project manager authority, high to almost total resource availability, and full-time project management administrative staff
  A. Little or no project manager authority, little or no resource availability, and the functional manager controls the project budget

• Question 435:

  What describes the relationship between projects, programs, and portfolios?

  A. Portfolio management focuses on doing the "right" programs and projects
  B. Project management focuses on doing the "right" programs and portfolios
  C. Program management focuses on doing the "specific" portfolios and projects
  D. Portfolio management focuses on doing the "specific" programs and projects
  A. Portfolio management focuses on doing the "right" programs and projects

• Question 436:

  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.
  C. Project management team

• Question 437:

  A project is at risk of delivering the solution late because of poor quality that prevents the user acceptance testing (UAT) to be finalized. The product owner does not want to sign off until all the Severity 1 (S1) defects are fixed.

  What should the project manager do to manage this risk?

  A. Review the organizational chart to find out who else can sign off UAT.
  B. Ask the developers to work longer hours and resolve the defects.
  C. Create a risk in the risk register for each S1 defect and assign actions.
  D. Consult the risk register and implement the risk response actions.
  D. Consult the risk register and implement the risk response actions.

• Question 438:

  What three strategies are used to respond to threats?

  A. Escalate, accept, and mitigate
  B. Accept, share, and avoid
  C. Escalate, transfer, and exploit
  D. Mitigate, accept, and prioritize
  B. Accept, share, and avoid

• Question 439:

  Which of the following statements correctly characterizes pull communication?

  A. It includes letters, memos, reports, emails, and faxes.
  B. It requires recipients to access communication content at their own discretion.
  C. It is the most efficient way to ensure a common understanding among all participants.
  D. It is primarily used when the volume of information to be transferred is minimal.
  B. It requires recipients to access communication content at their own discretion.

• Question 440:

  

  After a project meeting, Joe (project manager) finds out that some of the resources are not 100% committed to his project and this is causing delays in some project activities.

  What Joe should do next to resolve this issue?

  A. Send a memo to the project team that recalls their commitment to the project.
  B. Replace team members that are not 100% committed to the project.
  C. Discuss feasible alternatives with functional managers in order to not affect project progress.
  D. Ask upper management to reinforce the project manager's authority over team members.
  C. Discuss feasible alternatives with functional managers in order to not affect project progress.