CAPM : Certified Associate in Project Management (PMI-100) : Part 06

CAPM : Certified Associate in Project Management (PMI-100) : Part 06

  1. A regression line is used to estimate:

    • Whether or not a process is stable or has predictable performance.
    • How a change to the independent variable influences the value of the dependent variable.
    • The upper and lower specification limits on a control chart.
    • The central tendency, dispersion, and shape of a statistical distribution.

    Explanation:
    Scatter Diagram. A correlation chart that uses a regression line to explain or to predict how the change in an independent variable will change a dependent variable.

  2. An input to Conduct Procurements is:

    • Independent estimates.
    • Selected sellers.
    • Seller proposals.
    • Resource calendars.
    Explanation:

    12.2.1.4 Seller Proposals
    Seller proposals, prepared in response to a procurement document package, form the basic information that will be used by an evaluation body to select one or more successful bidders (sellers).

    Process: 12.2 Conduct Procurements
    Definition: The process of obtaining seller responses, selecting a seller, and awarding a contract.
    Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
    Inputs
    1. Procurement management plan
    2. Procurement documents
    3. Source selection criteria
    4. Seller proposals
    5. Project documents
    6. Make-or-buy decisions
    7. Procurement statement of work
    8. Organizational process assets
    Tools & Techniques
    1. Bidder conference
    2. Proposal evaluation techniques
    3. Independent estimates
    4. Expert judgment
    5. Advertising
    6. Analytical techniques
    7. Procurement negotiations
    Outputs
    1. Selected sellers
    2. Agreements
    3. Resource calendars
    4. Change requests
    5. Project management plan updates
    6. Project documents updates

  3. What are the Project Procurement Management processes?

    • Conduct Procurements, Control Procurements, Integrate Procurements, and Close Procurements
    • Estimate Procurements, Integrate Procurements, Control Procurements, and Validate Procurements
    • Plan Procurement Management, Conduct Procurements, Control Procurements, and Close Procurements
    • Plan Procurement Management, Perform Procurements, Control Procurements, and Validate Procurements
    Explanation::
    12. Project Procurement Management
    12.1 Plan Procurement Management
    12.2 Conduct Procurements
    12.3 Control Procurements
    12.4 Close Procurements

  4. Which tool or technique is used to develop the human resource management plan?

    • Ground rules
    • Expert judgment
    • Team-building activities
    • Interpersonal skills
    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
    1. Human resource management plan

    4.1.2.1 Expert Judgment
    Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
    – Other units within the organization,
    – Consultants,
    – Stakeholders, including customers or sponsors,
    – Professional and technical associations,
    – Industry groups,
    – Subject matter experts (SME), and
    – Project management office (PMO).

  5. Processes in the Planning Process Group are typically carried out during which part of the project life cycle?

    • Only once, at the beginning
    • At the beginning and the end
    • Once during each phase
    • Repeatedly

  6. The basis of identification for current or potential problems to support later claims or new procurements is provided by:

    • A risk urgency assessment.
    • The scope baseline.
    • Work performance information.
    • Procurement audits.
    Explanation:
    4.4.1.5 Work Performance Information
    Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.
    Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.

  7. Which Collect Requirements output links the product requirements to the deliverables that satisfy them?

    • Requirements documentation
    • Requirements traceability matrix
    • Project management plan updates
    • Project documents updates
    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 Requirements
    Definition: 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 & Techniques
    1. Interviews
    2. Focus groups
    3. Facilitated workshops
    4. Group creativity techniques
    5. Group decision-making techniques
    6. Questionnaires and surveys
    7. Observations
    8. Prototypes
    9. Benchmarking
    10. Context diagrams
    11. Document analysis
     
    Outputs
    1. Requirements documentation
    2. Requirements traceability matrix

  8. Units of measure, level of precision, level of accuracy, control thresholds, and rules of performance measurement are examples of items that are established in the:

    • Cost management plan.
    • Work performance information.
    • Quality management plan.
    • Work breakdown structure.

  9. Which type of dependency is established based on knowledge of best practices within a particular application area or some unusual aspect of the project in which a specific sequence is desired, even though there may be other acceptable sequences?

    • External
    • Internal
    • Mandatory
    • Discretionary
    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.

  10. Sensitivity analysis is typically displayed as a/an:

    • Decision tree diagram.
    • Tornado diagram.
    • Pareto diagram.
    • Ishikawa diagram.
    Explanation:
    11.4.2.2 Quantitative Risk Analysis and Modeling Techniques
    • Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential impact on the project. It helps to understand how the variations in project’s objectives correlate with variations in different uncertainties. Conversely, it examines the extent to which the uncertainty of each project element affects the objective being studied when all other uncertain elements are held at their baseline values. One typical display of sensitivity analysis is the tornado diagram (Figure 11-15), which is useful for comparing relative importance and impact of variables that have a high degree of uncertainty to those that are more stable. The Tornado diagram is also helpful in analyzing risk-taking scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater than corresponding identified negative impacts. A tornado diagram is a special type of bar chart used
    in sensitivity analysis for comparing the relative importance of the variables. In a tornado diagram, the Y-axis contains each type of uncertainty at base values, and the X-axis contains the spread or correlation of the uncertainty to the studied output. In this fgure, each uncertainty contains a horizontal bar and is ordered vertically to show uncertainties with a decreasing spread from the base values.

  11. The Monitoring and Controlling Process Group includes processes that:

    • Establish the scope, objectives, and course of action of a project.
    • Define a new project or a new phase of an existing project.
    • Track, review, and regulate the progress and performance of a project.
    • Complete the work defined in the project management plan.

  12. Which Control Quality tool is also known as an arrow diagram?

    • Matrix diagram
    • Affinity diagram
    • Tree diagram
    • Activity network diagram
    Explanation:
    8.2.2.1 Quality Management and Control Tools
    The Perform Quality Assurance process uses the tools and techniques of the Plan Quality Management and
    – Control Quality processes. In addition, other tools that are available include (see also Figure 8-10):
    Affinity diagrams. The affinity diagram is similar to mind-mapping techniques in that they are used to generate ideas that can be linked to form organized patterns of thought about a problem. In project management, the creation of the WBS may be enhanced by using the affinity diagram to give structure to the decomposition of scope.
    Process decision program charts (PDPC). Used to understand a goal in relation to the steps for getting to the goal. The PDPC is useful as a method for contingency planning because it aids teams in anticipating intermediate steps that could derail achievement of the goal.
    – Interrelationship digraphs. An adaptation of relationship diagrams. The interrelationship digraphs provide a process for creative problem solving in moderately complex scenarios that possess intertwined logical relationships for up to 50 relevant items. The interrelationship digraph may be developed from data generated in other tools such as the affinity diagram, the tree diagram, or the fshbone diagram.
    – Tree diagrams. Also known as systematic diagrams and may be used to represent decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS (organizational breakdown structure). In project management, tree diagrams are useful in visualizing the parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship. Tree diagrams can be depicted horizontally (such as a risk breakdown structure) or vertically (such as a team
    hierarchy or OBS). Because tree diagrams permit the creation of nested branches that terminate into a single decision point, they are useful as decision trees for establishing an expected value for a limited number of dependent relationships that have been diagramed systematically.
    – Prioritization matrices. Identify the key issues and the suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighted before being applied to all available alternatives to obtain a mathematical score that ranks the options.
    – Activity network diagrams. Previously known as arrow diagrams. They include both the AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a network diagram. Activity network diagrams are used with project scheduling methodologies such as program evaluation and review technique (PERT), critical path method (CPM), and precedence diagramming method (PDM).
    Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.

  13. A project manager builds consensus and overcomes obstacles by employing which communication technique?

    • Listening
    • Facilitation
    • Meeting management
    • Presentation
    Explanation:

    Definitions:
    – Meeting management techniques. Preparing an agenda and dealing with conflicts.
    – Presentation techniques. Awareness of the impact of body language and design of visual aids.
    – Facilitation techniques. Building consensus and overcoming obstacles.
    – Listening techniques. Listening actively (acknowledging, clarifying, and confirming understanding) and removal of barriers that adversely affect comprehension.

    Page 299

  14. When does the project team determine which dependencies are discretionary?

    • Before the Define Activities process
    • During the Define Activities process
    • Before the Sequence Activities process
    • During the Sequence Activities process
    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 modifcation 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.

    Process: 6.3 Sequence Activities
    Definition: The process of identifying and documenting relationships among the project activities.
    Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
    Inputs
    1. Schedule management plan
    2. Activity list
    3. Activity attributes
    4. Milestone list
    5. Project scope statement
    6. Enterprise environmental factors
    7. Organizational process assets
     
    Tools & Techniques
    1. Precedence diagramming method (PDM)
    2. Dependency determination
    3. Leads and lags
     
    Outputs
    1. Project schedule network diagrams
    2. Project documents updates

  15. Typical outcomes of a project include:

    • Products, services, and improvements.
    • Products, programs, and services.
    • Improvements, portfolios, and services.
    • Improvements, processes, and products.

  16. Which grid shows which resources are tied to work packages?

    • Work breakdown structure (WBS)
    • Responsibility assignment matrix (RAM)
    • Project assignment chart
    • Personnel assignment matrix
    Explanation:
    Responsibility Assignment Matrix (RAM). A grid that shows the project resources assigned to each work package.

  17. The iterative process of increasing the level of detail in a project management plan as greater amounts of information become available is known as:

    • Continuous improvement.
    • Predictive planning.
    • Progressive elaboration.
    • Quality assurance.

  18. An effective technique for resolving conflict that incorporates multiple viewpoints from differing perspectives to achieve consensus and commitment is:

    • smooth/accommodate
    • force/direct
    • collaborate/problem solve
    • compromise/reconcile

  19. A temporary endeavor that creates a unique product or service is called a:

    • Project
    • Plan
    • Program
    • Portfolio

  20. Status of deliverables, implementation status for change requests, and forecasted estimates to complete are examples of:

    • Earned value management.
    • Enterprise environmental factors.
    • Organizational process assets.
    • Work performance information.
    Explanation:
    4.4.1.5 Work Performance Information
    Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.
    Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
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