CAPM : Certified Associate in Project Management (PMI-100) : Part 20

CAPM : Certified Associate in Project Management (PMI-100) : Part 20

  1. An input of the Control Schedule process is the:

    • resource calendar.
    • activity list.
    • risk management plan.
    • organizational process assets.

    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.

    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

  2. The Verify Scope process is primarily concerned with:

    • formalizing acceptance of the completed project deliverables.
    • accuracy of the work deliverables.
    • formalizing approval of the scope statement.
    • accuracy of the work breakdown structure (WBS).

  3. What is the total float of the critical path?

    • Can be any number
    • Zero or positive
    • Zero or negative
    • Depends on the calendar

  4. Portfolio Management is management of:

    • a project by dividing the project into more manageable sub-projects.
    • a project by utilizing a portfolio of general management skills such as planning, organizing, staffing, executing, and controlling.
    • all projects undertaken by a company.
    • a collection of projects that are grouped together to facilitate effective management and meet strategic business objectives.
    Explanation:
    1.4.2 Portfolio Management
    A portfolio refers to projects, programs, subportfolios, and operations managed as a group to achieve strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. For example, an infrastructure firm that has the strategic objective of “maximizing the return on its investments” may put together a portfolio that includes a mix of projects in oil and gas, power, water, roads, rail, and airports. From this mix, the firm may choose to manage related projects as one program. All of the power projects may be grouped together as a power program. Similarly, all of the water projects may be grouped together as a water program.
    Thus, the power program and the water program become integral components of the enterprise portfolio of the infrastructure firm.

  5. Which action should a project manager take to ensure that the project management plan is effective and current?

    • Conduct periodic project performance reviews.
    • Identify quality project standards.
    • Follow ISO 9000 quality standards.
    • Complete the quality control checklist.
    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.

  6. While implementing an approved change, a critical defect was introduced. Removing the defect will delay the product delivery. What is the MOST appropriate approach to managing this situation?

    • Utilize the change control process.
    • Crash the schedule to fix the defect.
    • Leave the defect in and work around it.
    • Fast-track the remaining development.

  7. Which tool and technique identifies inefficient and ineffective policies, processes, and procedures?

    • Scope audits
    • Scope reviews
    • Quality audits
    • Control chart

  8. Which type of analysis would be used for the Plan Quality process?

    • Schedule
    • Checklist
    • Assumption
    • Cost-Benefit
    Explanation:

    8.1.2.1 Cost-Benefit Analysis
    The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.

    Process: 8.1 Plan Quality Management
    Definition:  The process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.
    Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

    Inputs
    1. Project management plan
    2. Stakeholder register
    3. Risk register
    4. Requirements documentation
    5. Enterprise environmental factors
    6. Organizational process assets
    Tools & Techniques
    1. Cost-benefit analysis
    2. Cost of quality
    3. Seven basic quality tools
    4. Benchmarking
    5. Design of experiments
    6. Statistical sampling
    7. Additional quality planning tools
    8. Meetings
    Outputs
    1. Quality management plan
    2. Process improvement plan
    3. Quality metrics
    4. Quality checklists
    5. Project documents updates

  9. The integrative nature of project management requires which Process Group to interact with the other Process Groups?

    • Planning
    • Executing
    • Monitoring and Controlling
    • Project Management

  10. Which is a tool or technique used in Define Scope?

    • Templates, forms, and standards
    • Change requests
    • Product analysis
    • Project assumptions
    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

  11. Identifying major deliverables, deciding if adequate cost estimates can be developed, and identifying tangible components of each deliverable are all part of which of the following?

    • Work breakdown structure
    • Organizational breakdown structure
    • Resource breakdown structure
    • Bill of materials

  12. What is the function of a Project Management Office (PMO)?

    • To focus on the coordinated planning, prioritization, and execution of projects and subprojects that are tied to the parent organizations or the client’s overall business objectives.
    • To coordinate and manage the procurement of projects relevant to the parent organization’s business objectives and to administer the project charters accordingly.
    • To administer performance reviews for the project manager and the project team members and to handle any personnel and payroll issues.
    • To focus on the specified project objectives and to manage the scope, schedule, cost, and quality of the work packages.
    Explanation:
    A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:
    – Managing shared resources across all projects administered by the PMO;
    – Identifying and developing project management methodology, best practices, and standards;
    – Coaching, mentoring, training, and oversight;
    – Monitoring compliance with project management standards, policies, procedures, and templates by means of project audits;
    – Developing and managing project policies, procedures, templates, and other shared documentation (organizational process assets); and
    – Coordinating communication across projects.

  13. Which type of analysis systemically gathers and analyzes qualitative and quantitative information to determine which interests should be taken into account throughout the project?

    • Product
    • Cost-benefit
    • Stakeholder
    • Research
    Explanation:

    13.1.2.1 Stakeholder Analysis
    Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project’s chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.

    Stakeholder analysis generally follows the steps described below:
    – Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
    – Analyze the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
    – Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts.

    There are multiple classification models used for stakeholders analysis, such as:
    – Power/interest grid, grouping the stakeholders based on their level of authority (“power”) and their level or concern (“interest”) regarding the project outcomes;
    – Power/influence grid, grouping the stakeholders based on their level of authority (“power”) and their active involvement (“influence”) in the project;
    – Influence/impact grid, grouping the stakeholders based on their active involvement (“influence”) in the project and their ability to effect changes to the project’s planning or execution (“impact”); and
    – Salience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).

  14. Which of the following is an output of the Define Activities process?

    • Activity list
    • Project plan
    • Activity duration estimates
    • Project schedule
    Explanation:

    Process: 6.2 Define Activities
    Definition:  The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
    Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.

    Inputs
    1. Schedule management plan
    2. Scope baseline
    3. Enterprise environmental factors
    4. Organizational process assets
    Tools & Techniques
    1. Decomposition
    2. Rolling wave planning
    3. Expert judgment
    Outputs
    1. Activity list
    2. Activity attributes
    3. Milestone list

  15. When is a project finished?

    • After verbal acceptance of the customer or sponsor
    • After lessons learned have been documented in contract closure
    • When the project objectives have been met
    • After resources have been released

  16. Which process documents the business needs of a project and the new product, service, or other result that is intended to satisfy those requirements?

    • Develop Project Management Plan
    • Develop Project Charter
    • Direct and Manage Project Execution
    • Collect Requirements
    Explanation:

    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

  17. Which Process Group typically consumes the bulk of a project’s budget?

    • Monitoring and Controlling
    • Executing
    • Planning
    • Initiating

  18. Which of the following involves making information available to project stakeholders in a timely manner?

    • Plan Communications
    • Performance reporting
    • Project status reports
    • Distribute Information

  19. Which process uses occurrence probability and impact on project objectives to assess the priority of identified risks?

    • Identify Risks
    • Perform Qualitative Risk Analysis
    • Plan Risk Management
    • Perform Quantitative Risk Analysis
    Explanation:

    Process: 11.3 Perform Qualitative Risk Analysis
    Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
    Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

    Inputs
    1. Risk management plan
    2. Scope baseline
    3. Risk register
    4. Enterprise environmental factors
    5. Organizational process assets
    Tools & Techniques
    1. Risk probability and impact assessment
    2. Probability and impact matrix
    3. Risk data quality assessment
    4.Risk categorization
    5. isk urgency assessment
    6. Expert judgment
    Outputs
    1. Project documents updates

  20. What is one of the objectives of Project Risk Management?

    • Decrease the probability and impact of an event on project objectives.
    • Distinguish between a project risk and a project issue so that a risk mitigation plan can be put in place.
    • Increase the probability and impact of positive events.
    • Removal of project risk.
    Explanation:
    PROJECT RISK MANAGEMENT
    Project Risk Management includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. The objectives of project risk management are to increase the likelihood and impact of positive events, and decrease the likelihood and impact of negative events in the project.en
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