CAPM : Certified Associate in Project Management (PMI-100) : Part 11

CAPM : Certified Associate in Project Management (PMI-100) : Part 11

1. Which process is conducted from project inception through completion and is ultimately the responsibility of the project manager?

   • Control Quality
   • Monitor and Control Project Work
   • Control Scope
   • Perform Integrated Change Control

   Explanation:

   Process: 4.5 Perform Integrated Change Control
   Definition: Perform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.
   Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.

   Inputs
   1. Project management plan
   2. Work performance reports
   3. Change requests
   4. Enterprise environmental factors
   5. Organizational process assets

   Tools & Techniques
   1. Expert judgment
   2. Meetings
   3. Change control tools

   Outputs
   1. Approved change requests
   2. Change log
   3. Project management plan updates
   4. Project documents updates

2. Project management processes ensure the:

   • alignment with organizational strategy
   • efficient means to achieve the project objectives
   • performance of the project team
   • effective flow of the project throughout its life cycle
   Explanation:
   Project management processes. These processes ensure the effective flow of the project throughout its life cycle. These processes encompass the tools and techniques involved in applying the skills and capabilities described in the Knowledge Areas (Sections 4 through 13)

3. An element of the modern quality management approach used to achieve compatibility with the International Organization for Standardization (ISO) is known as:

   • Forecasting,
   • Brainstorming.
   • Historical databases.
   • Cost of quality.
   Explanation:
   Cost of quality (COQ). Cost of quality refers to the total cost of the conformance work and the nonconformance work that should be done as a compensatory effort because, on the first attempt to perform that work, the potential exists that some portion of the required work effort may be done or has been done incorrectly. The costs for quality work may be incurred throughout the deliverable’s life cycle.
   For example, decisions made by the project team can impact the operational costs associated with using a completed deliverable. Post-project quality costs may be incurred because of product returns, warranty claims, and recall campaigns. Therefore, because of the temporary nature of projects and the potential benefits that may be derived from reducing the post-project cost of quality, sponsoring organizations may choose to invest in product quality improvement. These investments generally are made in the areas of conformance work that act to prevent defects or act to mitigate the costs of defects by inspecting out nonconforming units. 

4. Which items are components of a project management plan?

   • Change management plan, process improvement plan, and scope management plan
   • Agreements, procurement management plan, and work performance information
   • Schedule management plan, project schedule, and resource calendars
   • Scope baseline, project statement of work, and requirements traceability matrix

5. Which project document is updated in the Control Stakeholder Engagement process?

   • Project reports
   • Issue log
   • Lessons learned documentation
   • Work performance information
   Explanation:

   13.4.1.2 Issue Log
   Described in Section 13.3.3.1. The issue log is updated as new issues are identified and current issues are resolved.
   9.4.1.4 Issue Log
   Issues arise in the course of managing the project team. An issue log can be used to document and monitor who is responsible for resolving specific issues by a target date.

   Process: 13.4 Control Stakeholder Engagement
   Definition: The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
   Key Benefit: The key benefit of this process is that it will maintain or increase the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes.

   Inputs
   1. Project management plan
   2. Issue log
   3. Work performance data
   4. Project documents
    
   Tools & Techniques
   1. Information management systems
   2. Expert judgment
   3. Meetings
    
   Outputs
   1. Work performance information
   2. Change requests
   3. Project management plan updates
   4. Project documents updates
   5. Organizational process assets updates

6. A project manager should communicate to stakeholders about resolved project issues by updating the:

   • project records
   • project reports
   • stakeholder notifications
   • stakeholder register
   Explanation:

   10.2.3.4 Organizational Process Assets Updates
   The organizational process assets, which may be updated include, but are not limited to:

   – Stakeholder notifications. Information may be provided to stakeholders about resolved issues, approved changes, and general project status.

   – Project reports. Formal and informal project reports describe project status and include lessons learned, issue logs, project closure reports, and outputs from other Knowledge Areas (Sections 4-13).
   Project presentations. The project team provides information formally or informally to any or all of the project stakeholders. The information and presentation method should be relevant to the needs of the audience.
   – Project records. Project records may include correspondence, memos, meeting minutes, and other documents describing the project. This information should, to the extent possible and appropriate, be maintained in an organized manner. Project team members can also maintain records in a project notebook or register, which could be physical or electronic.
   – Feedback from stakeholders. Information received from stakeholders concerning project operations is distributed and used to modify or improve future performance of the project.
   – Lessons learned documentation. Documentation includes the causes of issues, reasoning behind the corrective action chosen, and other types of lessons learned about communications management. Lessons learned need to be documented and distributed so that it becomes part of the historical database for both the project and the performing organization.

7. Which Project Time Management process includes bottom-up estimating as a tool or technique?

   • Estimate Activity Resources
   • Sequence Activities
   • Estimate Activity Durations
   • Develop Schedule
   Explanation:

   Process: 6.4 Estimate Activity Resources
   Definition:  The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
   Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.

   Inputs
   1. Schedule management plan
   2. Activity list
   3. Activity attributes
   4. Resource calendars
   5. Risk register
   6. Activity cost estimates
   7. Enterprise environmental factors
   8. Organizational process assets
    
   Tools & Techniques
   1. Expert judgment
   2. Alternative analysis
   3. Published estimating data
   4. Bottom-up estimating
   5. Project management software
    
   Outputs
   1. Activity resource requirements
   2. Resource breakdown structure
   3. Project documents updates

8. Progressively elaborating high-level information into detailed plans is performed by the:

   • project management office
   • portfolio manager
   • program manager
   • project manager

9. An input to the Control Quality process is:

   • Activity attributes
   • Quality control measurements
   • Enterprise environmental factors
   • Deliverables
   Explanation:
   Process: 8.3 Control Quality
   Definition:  The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
   Key Benefit: The key benefits of this process include: (1) identifying the causes of poor process or product quality and recommending and/or taking action to eliminate them; and (2) validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.
    
   Inputs
   1. Project management plan
   2. Quality metrics
   3. Quality checklists
   4. Work performance data
   5. Approved change requests
   6. Deliverables
   7. Project documents
   8. Organizational process assets
    
   Tools & Techniques
   1. Seven basic quality tools
   2. Statistical sampling
   3. Inspection
   4. Approved change requests review
    
   Outputs
   1. Quality control measurements
   2. Validated changes
   3. Verified deliverables
   4. Work performance information
   5. Change requests
   6. Project management plan updates
   7. Project documents updates
   8. Organizational process assets updates

10. The chart below is an example of a:

    

    • Responsibility assignment matrix (RAM)
    • Work breakdown structure (WBS)
    • RACI chart
    • Requirements traceability matrix
    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.

11. Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?

    • Inspection
    • Quality audits
    • Design of experiments
    • Root cause analysis
    Explanation:

    Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive action.

    Process: 8.2 Perform Quality Assurance
     Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
    Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.

    Inputs
    1. Quality management plan
    2. Process improvement plan
    3. Quality metrics
    4. Quality control measurements
    5. Project documents

    Tools & Techniques
    1. Quality management and control tools
    2. Quality audits
    3. Process analysis
     
    Outputs
    1. Change requests
    2. Project management plan updates
    3. Project documents updates
    4. Organizational process assets updates

12. A disadvantage associated with virtual teams is that they:

    • Require communication technology that is not readily available.
    • Create difficulties when including people with disabilities.
    • Often cannot accommodate teams that work different hours or shifts.
    • Create the possibility for misunderstandings to arise.
    Explanation:
    9.2.2.4 Virtual Teams
    The use of virtual teams creates new possibilities when acquiring project team members. Virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. The availability of communication technology such as e-mail, audio conferencing, social media, web-based meetings and video conferencing has made virtual teams feasible. The virtual team model makes it possible to:
    – Form teams of people from the same organization who live in widespread geographic areas;
    – Add special expertise to a project team even though the expert is not in the same geographic area;
    – Incorporate employees who work from home offices;
    – Form teams of people who work different shifts, hours, or days;
    – Include people with mobility limitations or disabilities; and
    – Move forward with projects that would have been ignored due to travel expenses.
    There are some disadvantages related to virtual teams, such as possibility for misunderstandings, feeling of isolation, difficulties in sharing knowledge and experience between team members, and cost of appropriate technology. Communication planning becomes increasingly important in a virtual team environment. Additional time may be needed to set clear expectations, facilitate communications, develop protocols for resolving conflict, include people in decision making, understand cultural differences, and share credit in successes.

13. In which phase of team building activities do team members begin to work together and adjust their work habits and behavior to support the team?

    • Performing
    • Storming
    • Norming
    • Forming
    Explanation:
    One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman & Jensen, 1977), which includes fve stages of development that teams may go through. Although it’s common for these stages to occur in order, it’s not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.
    – Forming. This phase is where the team meets and learns about the project and their formal roles and responsibilities. Team members tend to be independent and not as open in this phase.
    – Storming. During this phase, the team begins to address the project work, technical decisions, and the project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.
    – Norming. In the norming phase, team members begin to work together and adjust their work habits and behaviors to support the team. The team learns to trust each other.
    – Performing. Teams that reach the performing stage function as a well-organized unit. They are interdependent and work through issues smoothly and effectively.
    – Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6).
    The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.

14. Which project risk listed in the table below is most likely to occur?

    

    • 1
    • 2
    • 3
    • 4

15. Which is an enterprise environmental factor?

    • Marketplace conditions
    • Policies and procedures
    • Project files from previous projects
    • Lessons learned from previous projects

16. Project Stakeholder Management focuses on:

    • project staff assignments
    • project team acquisition
    • managing conflicting interests
    • communication methods
    Explanation:
    PROJECT STAKEHOLDER MANAGEMENT
    Project Stakeholder Management includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Stakeholder management also focuses on continuous communication with stakeholders to understand their needs and expectations, addressing issues as they occur, managing conflicting interests and fostering appropriate stakeholder engagement in project decisions and activities. Stakeholder satisfaction should be managed as a key project objective

17. A risk that arises as a direct result of implementing a risk response is called a:

    • contingent risk
    • residual risk
    • potential risk
    • secondary risk
    Explanation:
    11.5.2 Plan Risk Responses: Tools and Techniques
    Several risk response strategies are available. The strategy or mix of strategies most likely to be effective should be selected for each risk. Risk analysis tools, such as decision tree analysis (Section 11.4.2.2), can be used to choose the most appropriate responses. Specific actions are developed to implement that strategy, including primary and backup strategies, as necessary. A fallback plan can be developed for implementation if the selected strategy turns out not to be fully effective or if an accepted risk occurs. Secondary risks should also be reviewed. Secondary risks are risks that arise as a direct result of implementing a risk response. A contingency reserve is often allocated for time or cost. If developed, it may include identification of the conditions that trigger its use.

18. The purpose of developing a project scope management plan is to:

    • Manage the timely completion of the project.
    • Ensure that the project includes all of the work required.
    • Make sure the project will satisfy the needs for which it was begun.
    • Reduce the risk of negative events in the project.

19. A tool and technique used in the Develop Project Charter process is:

    • change control tools
    • expert judgment
    • meetings
    • analytical techniques
    Explanation:

    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).

    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: 4.1. Develop Project Charter
    Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
    Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.

    Inputs
    1.     Project statement of work
    2.     Business case
    3.     Agreements
    4.     Enterprise environmental factors
    5.     Organizational process assets
    Tools & Techniques
    1.     Expert judgment
    2.     Facilitation techniques
    Outputs
    1.     Project charter
     

20. The following chart contains information about the tasks in a project.

    

    Based on the chart, what is the cost performance index (CPI) for Task 2?

    • 0.8
    • 1
    • 1.25
    • 1.8