CAPM : Certified Associate in Project Management (PMI-100) : Part 01

CAPM : Certified Associate in Project Management (PMI-100) : Part 01

1. Which document defines how a project is executed, monitored and controlled, and closed?

   • Strategic plan
   • Project charter
   • Project management plan
   • Service level agreement

   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.

2. Which changes occur in risk and uncertainty as well as the cost of changes as the life cycle of a typical project progresses?

   • Risk and uncertainty increase; the cost of changes increases.
   • Risk and uncertainty increase; the cost of changes decreases.
   • Risk and uncertainty decrease; the cost of changes increases.
   • Risk and uncertainty decrease; the cost of changes decreases.

3. Which tool or technique is used in the Plan Scope Management process?

   • Document analysis
   • Observations
   • Product analysis
   • Expert judgment
   Explanation:

   5.1.2.1 Expert Judgment
   Expert judgment refers to input received from knowledgeable and experienced parties. Expertise may be provided by any group or person with specialized education, knowledge, skill, experience, or training in developing scope management plans.

   Process: 5.1 Plan Scope Management
   Definition: The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
   Key Benefit: The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

   Inputs
   1. Project management plan
   2. Project charter
   3. Enterprise environmental factors
   4. Organizational process assets
    
   Tools & Techniques
   1. Expert judgment
   2. Meetings
    
   Outputs
   1. Scope management plan
   2. Requirements management plan

4. Which tool or technique is an examination of industry and specific vendor capabilities?

   • Independent estimates
   • Market research
   • Analytical techniques
   • Bidder conferences
   Explanation:
   12.1.2.3 Market Research
   Market research includes examination of industry and specific vendor capabilities. Procurement teams may leverage information gained at conferences, online reviews and a variety of sources to identify market capabilities.
   The team may also refine particular procurement objectives to leverage maturing technologies while balancing risks associated with the breadth of vendors who can provide the materials or services desired.

5. An input used in developing the communications management plan is:

   • Communication models.
   • Enterprise environmental factors.
   • Organizational communications.
   • Organizational cultures and styles.
   Explanation:

   10.1.3.1 Communications Management Plan
   The communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The plan contains the following information:
   – Stakeholder communication requirements;
   – Information to be communicated, including language, format, content, and level of detail;
   – Reason for the distribution of that information;
   – Time frame and frequency for the distribution of required information and receipt of acknowledgment or response, if applicable;
   – Person responsible for communicating the information;
   – Person responsible for authorizing release of confidential information;
   – Person or groups who will receive the information;
   – Methods or technologies used to convey the information, such as memos, e-mail, and/or press releases;
   – Resources allocated for communication activities, including time and budget;
   – Escalation process identifying time frames and the management chain (names) for escalation of issues that cannot be resolved at a lower staff level;
   – Method for updating and refining the communications management plan as the project progresses and develops;
   – Glossary of common terminology;
   – Flow charts of the information flow in the project, workflows with possible sequence of authorization, list of reports, and meeting plans, etc.; and
   – Communication constraints usually derived from a specific legislation or regulation, technology, and organizational policies, etc.

   The communications management plan can also include guidelines and templates for project status meetings, project team meetings, e-meetings, and e-mail messages. The use of a project website and project management software can also be included if these are to be used in the project.

6. Regression analysis, failure mode and effect analysis (FMEA), fault tree analysis (FTA), and trend analysis are examples of which tool or technique?

   • Expert judgment
   • Forecasting methods
   • Earned value management
   • Analytical techniques
   Explanation:
   4.4.2.2 Analytical Techniques
   Analytical techniques are applied in project management to forecast potential outcomes based on possible variations of project or environmental variables and their relationships with other variables. Examples of analytical techniques used in projects are:
   – Regression analysis,
   – Grouping methods,
   – Causal analysis,
   – Root cause analysis,
   – Forecasting methods (e.g., time series, scenario building, simulation, etc.),
   – Failure mode and effect analysis (FMEA),
   – Fault tree analysis (FTA),
   – Reserve analysis,
   – Trend analysis,
   – Earned value management, and
   – Variance analysis.

7. The Perform Quality Assurance process occurs in which Process Group?

   • Executing
   • Monitoring and Controlling
   • Initiating
   • Planning
   Explanation:
   Executing Process Group
   4.3 Direct and Manage Project Work
   8.2 Perform Quality Assurance
   9.2 Acquire Project Team
   9.3 Develop Project Team
   9.4 Manage Project Team
   10.2 Manage Communications
   12.2 Conduct Procurements
   13.3 Manage Stakeholder Engagement

8. Enterprise environmental factors are an input to which process?

   • Control Scope
   • Define Scope
   • Plan Scope Management
   • Collect Requirements
   Explanation:

   Process: 5.1 Plan Scope Management
   Definition: The process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
   Key Benefit: The key benefit of this process is that it provides guidance and direction on how scope will be managed throughout the project.

   Inputs
   1. Project management plan
   2. Project charter
   3. Enterprise environmental factors
   4. Organizational process assets
    
   Tools & Techniques
   1. Expert judgment
   2. Meetings
    
   Outputs
   Scope management plan
   Requirements management plan

9. Which process develops options and actions to enhance opportunities and reduce threats to project objectives?

   • Identify Risks
   • Control Risks
   • Plan Risk Management
   • Plan Risk Responses
   Explanation:

   Process: 11.5 Plan Risk Responses
   Definition: The process of developing options and actions to enhance opportunities and to reduce threats to project objectives.
   Key Benefit: The key benefit of this process is that it addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed.

   Inputs
   1. Risk management plan
   2. Risk register
    
   Tools & Techniques
   1. Strategies for negative risks or threats
   2. Strategies for positive risks or opportunities
   3. Contingent response strategies
   4. Expert judgment
    
   Outputs
   1. Project management plan updates
   2. Project documents updates

10. The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule is known as:

    • Plan Schedule Management.
    • Develop Project Charter.
    • Develop Schedule.
    • Plan Scope Management.
    Explanation:

    Process: 6.1 Plan Schedule Management
    Definition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
    Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.

    Inputs
    1. Project management plan
    2. Project charter
    3. Enterprise environmental factors
    4. Organizational process assets
     
    Tools & Techniques
    1. Expert judgment
    2. Analytical techniques
    3. Meetings
     
    Outputs
    1. Schedule management plan

11. Which input to the Manage Stakeholder Engagement process is used to document changes that occur during the project?

    • Issue log
    • Change log
    • Expert judgment
    • Change requests
    Explanation:

    4.5.3.2 Change Log
    A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.

    13.3 Manage Stakeholder Engagement
    Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
    Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
     
    Inputs
    1. Stakeholder management plan
    2. Communications management plan
    3. Change log
    4. Organizational process assets
     
    Tools & Techniques
    1. Communication methods
    2. Interpersonal skills
    3. Management skills
     
    Outputs
    1. Issue log
    2. Change requests
    3. Project management plan updates
    4. Project documents updates
    5. Organizational process assets updates

12. An input to the Plan Stakeholder Management process is:

    • The project charter.
    • The stakeholder analysis.
    • A communication management plan.
    • A stakeholder register.
    Explanation:

    13.2 Plan Stakeholder Management
    Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
    Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project’s interests.

    Inputs
    1. Project management plan
    2. Stakeholder register
    3. Enterprise environmental factors
    4. Organizational process assets
    Tools & Techniques
    1. Expert judgment
    2. Meetings
    3. Analytical techniques
    Outputs
    – Stakeholder management plan
    – Project documents updates

    5.2.1.5 Stakeholder Register
    Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.

    13.1.3.1 Stakeholder Register
    The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
    – Identification information. Name, organizational position, location, role in the project, contact information;
    – Assessment information. Major requirements, main expectations, potential influence in the project, phase in the life cycle with the most interest; and
    – Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.

    The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change—or new ones identified—throughout the life cycle of the project.

13. An input to the Plan Cost Management process is:

    • Cost estimates
    • Resource calendars
    • The project charter
    • The risk register
    Explanation:

    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: 7.1 Plan Cost Management
    Definition:  The process that establishes the policies, procedures, and documentation for planning, managing, expending, and controlling project costs.
    Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project costs will be managed throughout the project.

    Inputs
    1. Project management plan
    2. Project charter
    3. Enterprise environmental factors
    4. Organizational process assets

    Tools & Techniques
    1. Expert judgment
    2. Analytical techniques
    3. Meetings
     
    Outputs
    Cost management plan

14. A technique used to determine the cause and degree of difference between baseline and actual performance is:

    • Product analysis.
    • Variance analysis.
    • Document analysis.
    • Decomposition.
    Explanation:
    5.6.2.1 Variance Analysis
    Variance analysis is a technique for determining the cause and degree of difference between the baseline and actual performance. Project performance measurements are used to assess the magnitude of variation from the original scope baseline. Important aspects of project scope control include determining the cause and degree of variance relative to the scope baseline (Section 5.4.3.1) and deciding whether corrective or preventive action is required.

15. The process of identifying and documenting project roles, responsibilities, required skills, and reporting relationships and creating a staffing management plan is known as:

    • Develop Project Team.
    • Manage Project Team.
    • Acquire Project Team.
    • Plan Human Resource Management.
    Explanation:

    Process: 9.1 Plan Human Resource Management
    Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
    Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.

    Inputs
    1. Project management plan
    2. Activity resource requirements
    3. Enterprise environmental factors
    4 Organizational process assets
     
    Tools & Techniques
    1. Organization charts and position descriptions
    2. Networking
    3. Organizational theory
    4. Expert judgment
    5. Meetings
     
    Outputs
    Human resource management plan

16. Which type of dependency is legally or contractually required or inherent in the nature of work and often involves physical limitations?

    • Mandatory
    • Discretionary
    • Internal
    • External
    Explanation:

    6.3.2.2 Dependency Determination
    Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

    – Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.

    Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

    – Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
    – External dependencies. External dependencies involve a relationship between project activities and non-project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
    – Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.

17. During which process does a project manager review all prior information to ensure that all project work is completed and that the project has met its objectives?

    • Monitor and Control Project Work
    • Perform Quality Assurance
    • Close Project or Phase
    • Control Scope
    Explanation:
    Process: 4.6. Close Project or Phase
    Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
    Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
     Inputs
    Project management plan
    Accepted deliverables
    Organizational process assets
     Tools & Techniques
    Expert judgment
    Analytical techniques
    Meetings
     Outputs
    Final product, service, or result transition
    Organizational process assets updates

18. An input to the Manage Project Team process is:

    • Work performance reports.
    • Change requests.
    • Activity resource requirements.
    • Enterprise environmental factors.
    Explanation:

    Process: 9.4 Manage Project Team
    Definition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.
    Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.

    Inputs
    1. Human resource management plan
    2. Project staff assignments
    3. Team performance assessments
    4. Issue log
    5. Work performance reports
    6. Organizational process assets
     
    Tools & Techniques
    1. Observation and conversation
    2. Project performance appraisals
    3. Conflict management
    4. Interpersonal skills
     
    Outputs
    1. Change requests
    2. Project management plan updates
    3. Project documents updates
    4. Enterprise environmental factors updates
    5. Organizational process assets updates

19. Which input provides suppliers with a clear set of goals, requirements, and outcomes?

    • Procurement statement of work
    • Purchase order
    • Source selection criteria
    • Bidder conference
    Explanation:
    12.1.3.2 Procurement Statement of Work
    The statement of work (SOW) for each procurement is developed from the project scope baseline and defines only that portion of the project scope that is to be included within the related contract. The procurement SOW describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products, services, or results. Sufficient detail can vary based on the nature of the item, the needs of the buyer, or the expected contract form. Information included in a SOW can include specifications, quantity desired, quality levels, performance data, period of performance, work location, and other requirements.
    The procurement SOW is written to be clear, complete, and concise. It includes a description of any collateral services required, such as performance reporting or post-project operational support for the procured item. In some application areas, there are specific content and format requirements for a procurement SOW. Each individual procurement item requires a SOW; however, multiple products or services can be grouped as one procurement item within a single SOW.
    The procurement SOW can be revised and refined as required as it moves through the procurement process until incorporated into a signed agreement.

20. A large portion of a projects budget is typically expended on the processes in which Process Group?

    • Executing
    • Planning
    • Monitoring and Controlling
    • Closing