CAPM : Certified Associate in Project Management (PMI-100) : Part 17

CAPM : Certified Associate in Project Management (PMI-100) : Part 17

  1. The project manager notes that stakeholders are aware of the project and potential impacts and are actively engaged in ensuring that the project is a success. The engagement level of the stakeholders should be classified as:

    • Supportive
    • Leading
    • Neutral
    • Resistant

  2. Which of the following is a narrative description of products, services, or results to be delivered by a project?

    • Project statement of work
    • Business case
    • Accepted deliverable
    • Work performance information

    Explanation:
    4.1.1.1 Project Statement of Work
    The project statement of work (SOW) is a narrative description of products, services, or results to be delivered by a project. For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document, (e.g., a request for proposal, request for information, or request for bid) or as part of a contract. The SOW references the following:
    – Business need. An organization’s business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration. Typically, the business need and the cost-beneft analysis are contained in the business case to justify the project.
    – Product scope description. The product scope description documents the characteristics of the product, service, or results that the project will be undertaken to create. The description should also document the relationship between the products, services, or results being created and the business need that the project will address.
    – Strategic plan. The strategic plan documents the organization’s strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization’s strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization.

  3. A project manager seeking insight on previous stakeholder management plans and their effectiveness should evaluate:

    • Historical information and the lessons-learned database.
    • Historical information and the stakeholder register.
    • Organizational process assets and the lessons-learned database.
    • Project documents and historical information.
    Explanation:

    13.2.1.4 Organizational Process Assets
    Described in Section 2.1.4. All organizational process assets are used as inputs for the Plan Stakeholder Management process. Of these, lessons learned database and historical information are of particular importance, because they provide insights on previous stakeholder management plans and their effectiveness. These can be used to plan the stakeholder management activities for the current project.

    13.2.3.1 Stakeholder Management Plan
    The stakeholder management plan is a component of the project management plan (Section 4.2.3.1) and identifies the management strategies required to effectively engage stakeholders. The stakeholder management plan can be formal or informal, highly detailed or broadly framed, based on the needs of the project.
    In addition to the data gathered in the stakeholder register, the stakeholder management plan often provides:
    – Desired and current engagement levels of key stakeholders;
    – Scope and impact of change to stakeholders;
    identified interrelationships and potential overlap between stakeholders;
    – Stakeholder communication requirements for the current project phase;
    – Information to be distributed to stakeholders, including language, format, content, and level of detail;
    – Reason for the distribution of that information and the expected impact to stakeholder engagement;
    – Time frame and frequency for the distribution of required information to stakeholders; and
    – Method for updating and refining the stakeholder management plan as the project progresses and develops.
    Project managers should be aware of the sensitive nature of the stakeholder management plan and take appropriate precautions. For example, information on stakeholders who are resistant to the project can be potentially damaging, and due consideration should be given regarding the distribution of such information. When updating the stakeholder management plan, the validity of underlying assumptions should be reviewed to ensure continued accuracy and relevancy.

  4. Projects are undertaken by an organization to support the:

    • Product performance.
    • Budget process.
    • Collective capabilities.
    • Organizational strategy.

  5. What is the probability of occurrence if the risk rating is 0.56 and the impact if the risk does occur is very high (0.80)?

    • 0.45
    • 0.56
    • 0.70
    • 1.36

  6. Which of the seven basic quality tools is especially useful for gathering attributes data while performing inspections to identify defects?

    • Histograms
    • Scatter diagrams
    • Flowcharts
    • Checksheets
    Explanation:
    • Checksheets, which are also known as tally sheets and may be used as a checklist when gathering data.
    Checksheets are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects. For example, data about the frequencies or consequences of defects collected in checksheets are often displayed using Pareto diagrams.

  7. The most commonly used type of precedence relationship in the precedence diagramming method (PDM) is:

    • start-to-start (SS)
    • start-to-finish (SF)
    • finish-to-start (FS)
    • finish-to-finish (FF)

  8. Work performance information and cost forecasts are outputs of which Project Cost Management process?

    • Estimate Costs
    • Plan Cost Management
    • Determine Budget
    • Control Costs
    Explanation:

    7.4.3.2 Cost Forecasts
    Either a calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders.

    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.

    Process: 7.4 Control Costs
    Definition:  The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
    Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.

    Inputs
    1. Project management plan
    2. Project funding requirements
    3. Work performance data
    4. Organizational process assets

    Tools & Techniques
    1. Earned value management
    2. Forecasting
    3. To-complete performance index (TCPI)
    4. Performance reviews
    5. Project management software
    6. Reserve analysis
    Outputs
    1. Work performance information
    2. Cost forecasts
    3. Change requests
    4. Project management plan updates
    5. Project documents updates
    6. Organizational process assets updates

  9. Which technique should a project manager use in a situation in which a collaborative approach to conflict management is not possible?

    • Coaching
    • Avoidance
    • Consensus
    • Influencing

  10. The procurement process that documents agreements and related documentation for future reference is known as:

    • Plan Procurements.
    • Control Procurements.
    • Close Procurements.
    • Conduct Procurements.
    Explanation:
    Process: 12.4 Close Procurements
    Definition: The process of completing each project procurement.
    Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.
    Inputs
    1. Project management plan
    2. Procurement documents
    Tools & Techniques
    1. Procurement audits
    2. Procurement negotiations
    3. Records management system
     Outputs
    1. Closed procurements
    2. Organizational process assets updates

  11. The links between the processes in the Process Groups are often:

    • Intuitive
    • Iterative
    • Measured
    • Monitored

  12. The scope of a project cannot be defined without some basic understanding of how to create the specified:

    • objectives
    • schedule
    • product
    • approach

  13. The creation of an internet site to engage stakeholders on a project is an example of which type of communication?

    • Push
    • Pull
    • Interactive
    • Iterative
    Explanation:
    10.1.2.4 Communication Methods
    There are several communication methods that are used to share information among project stakeholders.
    These methods are broadly classifed as follows:
    – Interactive communication. Between two or more parties performing a multidirectional exchange of information. It is the most effcient way to ensure a common understanding by all participants on specified topics, and includes meetings, phone calls, instant messaging, video conferencing, etc.
    – Push communication. Sent to specific recipients who need to receive the information. This ensures that the information is distributed but does not ensure that it actually reached or was understood by the intended audience. Push communications include letters, memos, reports, emails, faxes, voice mails, blogs, press releases, etc.
    – Pull communication. Used for very large volumes of information, or for very large audiences, and requires the recipients to access the communication content at their own discretion. These methods include intranet sites, e-learning, lessons learned databases, knowledge repositories, etc.
    The choices of communication methods that are used for a project may need to be discussed and agreed upon by the project stakeholders based on communication requirements; cost and time constraints; and familiarity and availability of the required tools and resources that may be applicable to the communications process.

  14. Which component of the human resource management plan describes when and how project team members are acquired and how long they will be needed?

    • Resource breakdown structure
    • Staffing management plan
    • Project organizational chart
    • Scope management plan
    Explanation:
    Staffing management plan. The staffing management plan is a component of the human resource management plan that describes when and how project team members will be acquired and how long they will be needed. It describes how human resource requirements will be met. The staffing management plan can be formal or informal, highly detailed, or broadly framed, depending upon the needs of the project. The plan is updated continually during the project to direct ongoing team member acquisition and development actions.

  15. The process of formalizing acceptance of the completed project deliverables is known as:

    • Validate Scope.
    • Close Project or Phase.
    • Control Quality.
    • Verify Scope.
    Explanation:

    Process: 5.5 Validate Scope
    Definition: The process of formalizing acceptance of the completed project deliverables.
    Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.

    Inputs
    1. Project management plan
    2. Requirements documentation
    3. Requirements traceability matrix
    4. Verified deliverables
    5. Work performance data
     Tools & Techniques
    1. Inspection
    2. Group decision-making techniques
    Outputs
    1. Accepted deliverables
    2. Change requests
    3. Work performance information
    4. Project documents updates

  16. An output of Control Schedule is:

    • A project schedule network diagram
    • A schedule management plan
    • Schedule data
    • Schedule forecasts
    Explanation:

    Process: 6.7 Control Schedule
    Definition: Control Schedule is the process of monitoring the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.
    Key Benefit: The key benefit of this process is that it provides the means to recognize deviation from the plan and take corrective and preventive actions and thus minimize risk.

    Inputs
    1. Project management plan
    2. Project schedule
    3. Work performance data
    4. Project calendars
    5. Schedule data
    6. Organizational process assets

    Tools & Techniques
    1. Performance reviews
    2. Project management software
    3. Resource optimization techniques
    4. Modeling techniques
    5. Leads and lags
    6. Schedule compression
    7. Scheduling tool

    Outputs
    1. Work performance information
    2. Schedule forecasts
    3. Change requests
    4. Project management plan updates
    5. Project documents updates
    6. Organizational process assets updates

  17. What is the name of the statistical method that helps identify which factors may influence specific variables of a product or process under development or in production?

    • Failure modes and effects analysis
    • Design of experiments
    • Quality checklist
    • Risk analysis

  18. Which is the Define Scope technique used to generate different approaches to execute and perform the work of the project?

    • Build vs. buy
    • Expert judgment
    • Alternatives identification
    • Product analysis
    Explanation:

    Process: 5.3 Define Scope
    Definition: The process of developing a detailed description of the project and product.
    Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.

    Inputs
    1. Scope management plan
    2. Project charter
    3. Requirements documentation
    4. Organizational process assets
    Tools & Techniques
    1. Expert judgment
    2. Product analysis
    3. Alternatives generation
    4. Facilitated workshops
    Outputs
    1. Project scope statement
    2. Project documents updates

  19. Most experienced project managers know that:

    • every project requires the use of all processes in the PMBOK® Guide.
    • there is no single way to manage a project.
    • project management techniques are risk free.
    • there is only one way to manage projects successfully.

  20. What is an objective of the Develop Project Team process?

    • Feelings of trust and improved cohesiveness
    • Ground rules for interaction
    • Enhanced resource availability
    • Functional managers becoming more involved
    Explanation:

    Process: 9.3 Develop Project Team
    Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
    Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.

    Inputs
    1. Human resource management plan
    2. Project staff assignments
    3. Resource calendars
    Tools & Techniques
    1. Interpersonal skills
    2. Training
    3. Team-building activities
    4. Ground rules
    5. Colocation
    6. Recognition and rewards
    7. Personnel assessment tools
    Outputs
    1. Team performance assessments
    2. Enterprise environmental factors updates

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