CAPM : Certified Associate in Project Management (PMI-100) : Part 23

CAPM : Certified Associate in Project Management (PMI-100) : Part 23

  1. Conflict should be best addressed in which manner?

    • Early, in private, using a direct, collaborative approach
    • Early, in public, using an indirect, collaborative approach
    • Early, in private, using an indirect, cooperative approach
    • As late as possible, in public, using a direct, confrontational approach

  2. The project management processes presented in the PMBOK Guide® should:

    • always be applied uniformly.
    • be selected as appropriate by the sponsor.
    • be selected as appropriate by the project team.
    • be applied based on ISO guidelines.

  3. Which type of contract is most commonly used by buying organizations because the price for goods is set at the outset and is not subject to change unless the scope of work changes?

    • Fixed Price with Economic Price Adjustments Contract (FP-EPA)
    • Cost-Reimbursable Contract (CR)
    • Firm-Fixed -Price Contract (FFP)
    • Fixed-Price-Incentive-Fee Contract (FPIF)

    Explanation: 
    Firm Fixed Price Contracts (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. Any cost increase due to adverse performance is the responsibility of the seller, who is obligated to complete the effort. Under the FFP contract, the buyer should precisely specify the product or services to be procured, and any changes to the procurement specification can increase the costs to the buyer.

  4. Which schedule compression technique has phases or activities done in parallel that would normally have been done sequentially?

    • Crashing
    • Fast tracking
    • Leads and lags adjustment
    • Parallel task development
    Explanation: 
    6.6.2.7 Schedule Compression
    Schedule compression techniques are used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives. Schedule compression techniques include, but are not limited to:
    Crashing. A technique used to shorten the schedule duration for the least incremental cost by adding resources. Examples of crashing include approving overtime, bringing in additional resources, or paying to expedite delivery to activities on the critical path. Crashing works only for activities on the critical path where additional resources will shorten the activity’s duration. Crashing does not always produce a viable alternative and may result in increased risk and/or cost.
    Fast tracking. A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration. An example is constructing the foundation for a building before completing all of the architectural drawings. Fast tracking may result in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the project duration.

  5. What is the definition of Direct and Manage Project Execution?

    • Integrating all planned activities
    • Performing the activities included in the plan
    • Developing and maintaining the plan
    • Execution of deliverables

  6. What name(s) is (are) associated with the Plan-Do-Check-Act cycle?

    • Pareto
    • Ishikawa
    • Shewhart-Deming
    • Delphi

  7. A project management office manages a number of aspects including the:

    • Project scope, schedule, cost, and quality of the products of the work packages.
    • Central coordination of communication management across projects.
    • Assignment of project resources to best meet project objectives.
    • Overall risk, overall opportunity, and interdependencies among projects at the enterprise level.
    Explanation:

    1.4.4 Project Management Office

    A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
    There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:

    – Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.

    Controlling. Controlling PMOs provide support and require compliance through various means.
    – Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.

    – Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of control provided by the PMO is high.

    The PMO integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are being fulfilled. The PMO is the natural liaison between the organization’s portfolios, programs, projects, and the corporate measurement systems (e.g. balanced scorecard).
    The projects supported or administered by the PMO may not be related, other than by being managed together.
    The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports.
    A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project, to make recommendations, or to terminate projects or take other actions, as required, to remain aligned with the business objectives. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.

    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.

    Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts are aligned with the strategic needs of the organization. Differences between the role of project managers and a PMO may include the following:
    – The project manager focuses on the specified project objectives, while the PMO manages major program scope changes, which may be seen as potential opportunities to better achieve business objectives.
    – The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects.
    – The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual projects, while the PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.

  8. Which of the following techniques is used during Control Scope?

    • Cost-benefit analysis
    • Variance analysis
    • Reserve analysis
    • Stakeholder analysis
    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.

    Process: 5.6 Control Scope
    Definition: The process of monitoring the status of the project and product scope and managing changes to the scope baseline.
    Key Benefit: The key benefit of this process is that it allows the scope baseline to be maintained throughout the project.

    Inputs
    1. Project management plan
    2. Requirements documentation
    3. Requirements traceability matrix
    4. Work performance data
    5. Organizational process assets

    Tools & Techniques
    1. Variance analysis

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

  9. As part of a mid-project evaluation, the project sponsor has asked for a forecast of the total project cost. What should be used to calculate the forecast?

    • BAC
    • EAC
    • ETC
    • WBS

  10. A weighting system is a tool for which area of Conduct Procurements?

    • Plan contracting
    • Requesting seller responses
    • Selecting seller’s
    • Planning purchase and acquisition
    Explanation:

    Process: 12.2 Conduct Procurements
    Definition: Conduct Procurements is 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

  11. Which type of chart is a graphic representation of a process showing the relationships among process steps?

    • Control
    • Bar
    • Flow
    • Pareto

  12. What is the schedule performance index (SPI) using the following data? BAC = $100,000 PV = $50,000 AC = $80,000 EV = $40,000

    • 1
    • 0.4
    • 0.5
    • 0.8

  13. Which tool and technique is used in Conduct Procurements?

    • Teaming agreements
    • Expert judgment
    • Bidder conferences
    • Contract types

  14. What provides information regarding the ways people, teams, and organizational units behave?

    • Organizational chart
    • Organizational theory
    • Organizational structure
    • Organizational behavior

  15. What is a deliverable-oriented, hierarchical decomposition of the work to be executed to accomplish the project objectives and create the required deliverables?

    • Organizational breakdown structure (OBS)
    • Work performance information
    • Work package
    • Work breakdown structure (WBS)
    Explanation: 
    5.4.2.1 Decomposition
    Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively manage the project. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following activities:
    – Identifying and analyzing the deliverables and related work;
    -Structuring and organizing the WBS;
    -Decomposing the upper WBS levels into lower-level detailed components;
    -Developing and assigning identification codes to the WBS components; and
    -Verifying that the degree of decomposition of the deliverables is appropriate.

  16. What causes replanning of the project scope?

    • Project document updates
    • Project scope statement changes
    • Variance analysis
    • Change requests

  17. Which of the following is an output of the Distribute Information process?

    • Project calendar
    • Communications management plan
    • Organizational process assets updates
    • Project document updates

  18. In the Develop Project Team process, which of the following is identified as a critical factor for a project’s success?

    • Team meetings
    • Subcontracting teams
    • Virtual teams
    • Teamwork
    Explanation:

    Process: 9.3 Develop Project Team
    Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance. 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.
    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

  19. The project scope statement and resource calendars are inputs to which Project Time Management process?

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

    The project team must complete a scope statement for developing a common understanding of the project scope among stakeholders. This lists project deliverables – summary level sub-products, whose full and satisfactory delivery marks the completion of the project

    Process: 6.6 Develop Schedule
    Definition:  The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
    Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

    Inputs
    1. Schedule management plan
    2. Activity list
    3. Activity attributes
    4. Project schedule network diagrams
    5. Activity resource requirements
    6. Resource calendars
    7. Activity duration estimates
    8. Project scope statement
    9. Risk register
    10. Project staff assignments
    11. Resource breakdown structure
    12. Enterprise environmental factors
    13. Organizational process assets

    Tools & Techniques
    1. Schedule network analysis
    2. Critical path method
    3. Critical chain method
    4. Resource optimization techniques
    5. Modeling techniques
    6. Leads and lags
    7. Schedule compression
    8. .Scheduling tool

    Outputs
    1. Schedule baseline
    2. .Project schedule
    3. Schedule data
    4. Project calendars
    5. Project management plan updates
    6. Project documents updates
     

  20. Which process determines the risks that might affect the project?

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