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Practice To CAPM - Remarkable Practice On your Certified Associate in Project Management (CAPM) Exam
PMI CAPM Exam Syllabus Topics:
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NEW QUESTION 95
Stakeholder satisfaction should be managed as a key project:
- A. Benefit
- B. Initiative
- C. Process
- D. Objective
Answer: D
Explanation:
Section: Volume A
Explanation/Reference:
NEW QUESTION 96
An input to the Manage Project Team process is:
- A. Work performance reports.
- B. Enterprise environmental factors.
- C. Activity resource requirements.
- D. Change requests.
Answer: A
NEW QUESTION 97
Which can be used to determine whether a process is stable or has predictable performance?
- A. Control chart
- B. Histogram
- C. Matrix diagram
- D. Flowchart
Answer: A
Explanation:
Explanation/Reference:
Explanation:
Control charts, are used to determine whether or not a process is stable or has predictable performance.
Upper and lower specification limits are based on requirements of the agreement. They reflect the maximum and minimum values allowed. There may be penalties associated with exceeding the specification limits. Upper and lower control limits are different from specification limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process. The project manager and appropriate stakeholders may use the statistically calculated control limits to identify the points at which corrective action will be taken to prevent unnatural performance. The corrective action typically seeks to maintain the natural stability of a stable and capable process. For repetitive processes, the control limits are generally set at ±3 s around a process mean that has been set at 0 s. A process is considered out of control when: (1) a data point exceeds a control limit; (2) seven consecutive plot points are above the mean; or (3) seven consecutive plot points are below the mean. Control charts can be used to monitor various types of output variables.
Although used most frequently to track repetitive activities required for producing manufactured lots, control charts may also be used to monitor cost and schedule variances, volume, and frequency of scope changes, or other management results to help determine if the project management processes are in control.
NEW QUESTION 98
Which of the following strategies is used to deal with risks that may have a negative impact on project objectives?
- A. Enhance
- B. Exploit
- C. Share
- D. Transfer
Answer: D
Explanation:
Explanation/Reference:
Explanation:
11.5.2.1 Strategies for Negative Risks or Threats
Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique influence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact. The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely. The project manager may also isolate the project objectives from the risk's impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.
Transfer. Risk transference is a risk response strategy whereby the project team shifts the impact of a
threat to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost- plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.
Mitigate. Risk mitigation is a risk response strategy whereby the project team acts to reduce the
probability of occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred. Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of mitigation actions. Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.
Accept. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge
the risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost-effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.
NEW QUESTION 99
Completion of the product scope is measured against the product:
- A. prototypes
- B. benchmarks
- C. analyses
- D. requirements
Answer: D
NEW QUESTION 100
Which of the following best correspond to the organizational process assets (OPAs) that affect the project?
- A. Information technology software and employee capability
- B. Marketplace conditions and legal restrictions
- C. Resource availability and employee capability
- D. Policies and lessons learned from other projects
Answer: D
NEW QUESTION 101
Which type of elaboration allows a project management team to manage at a greater level of detail as the project evolves?
- A. Progressive
- B. Repetitive
- C. Cyclic
- D. Iterative
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 102
Which of the following strategic considerations often results in project authorization?
- A. Customer requests and/or issue resolution
- B. Technological advancement and/or senior executive request
- C. Market demand and/or legal requirements
- D. Stakeholder expectations and/or strategic opportunity (business need)
Answer: C
NEW QUESTION 103
An output of the Manage Stakeholder Engagement process is:
- A. the change log
- B. change requests
- C. enterprise environmental factors
- D. the stakeholder management plan
Answer: B
Explanation:
Explanation/Reference:
Explanation:
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/ expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
NEW QUESTION 104
In agile projects while performing scope management, what is the definition of requirements?
- A. Sprint
- B. Backlog
- C. Metrics
- D. Charter
Answer: D
NEW QUESTION 105
Which basic quality tool is most useful when gathering attributes data in an inspection to identify defects?
- A. Control charts
- B. Pareto diagrams
- C. Checksheets
- D. Ishikawa diagrams
Answer: C
Explanation:
Explanation/Reference:
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.
NEW QUESTION 106
The project scope statement and resource calendars are inputs to which Project Time Management process?
- A. Sequence Activities
- B. Develop Schedule
- C. Estimate Activity Resources
- D. Control Schedule
Answer: B
Explanation:
Explanation/Reference:
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
NEW QUESTION 107
Which type of manager is assigned by the performing organization to lead the team that is responsible for achieving the project objectives?
- A. Functional
- B. Portfolio
- C. Program
- D. Project
Answer: D
Explanation:
Section: Volume C
NEW QUESTION 108
When can pre-assignment of project team members occur?
- A. When the project is the result of specific people being promised as part of a competitive proposal
- B. When the project would be ignored due to travel expenses
- C. When the project uses capital expenditures
- D. When the required staff can be acquired from outside sources
Answer: A
NEW QUESTION 109
A tool and technique used in the Develop Project Charter process is:
- A. analytical techniques
- B. change control tools
- C. expert judgment
- D. meetings
Answer: C
NEW QUESTION 110
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