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Title: Aug-2023 PMI CAPM Actual Questions and 100% Cover Real Exam Questions [Q401-Q425]

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 Aug-2023 PMI CAPM Actual Questions and 100% Cover Real Exam Questions
CAPM Free Exam Questions and Answers PDF Updated on Aug-2023


Q401. The ways in which the roles and responsibilities, reporting relationships, and staffing management will be addressed and structured within a project is described in the:
 Human resource management plan.
 Activity resource requirements.
 Personnel assessment tools,
 Multi-criteria decision analysis.
Explanation/Reference:Explanation:9.1.3.1 Human Resource Management PlanThe human resource management plan, a part of the project management plan, provides guidance on how project human resources should be defined, staffed, managed, and eventually released. The human resource management plan and any subsequent revisions are also inputs into the Develop Project Management Plan process.Process: 9.1 Plan Human Resource ManagementDefinition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.Inputs1. Project management plan2. Activity resource requirements3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Organization charts and position descriptions2. Networking3. Organizational theory4. Expert judgment5. MeetingsOutputs1. Human resource management planQ402. Which enterprise environmental factors may influence Plan Schedule Management?
 Cultural views regarding time schedules and professional and ethical behaviors
 Historical information and change control procedures
 Risk control procedures and the probability and impact matrix
 Resource availability and organizational culture and structure
Section: Volume BExplanation:6.1.1.3 Enterprise Environmental FactorsDescribed in Section 2.1.5. The enterprise environmental factors that influence the Plan Schedule Management process include, but are not limited to:Organizational culture and structure can all influence schedule management;Resource availability and skills that may influence schedule planning;Project management software provides the scheduling tool and alternative possibilities for managing theschedule;Published commercial information, such as resource productivity information, is often available fromcommercial databases; andOrganizational work authorization systems.Process: 6.1 Plan Schedule ManagementDefinition: The process of establishing the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.Key Benefit: The key benefit of this process is that it provides guidance and direction on how the project schedule will be managed throughout the project.Inputs1. Project management plan2. Project charter3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Expert judgment2. Analytical techniques3. MeetingsOutputs1. Schedule management planQ403. Project management processes are:
 Static; they must not change across different projects.
 Applied globally and across all industry groups.
 Discrete elements with well-defined interfaces.
 Project phases, applied as required in different projects.
Section: Volume EExplanation/Reference:Q404. The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:
 management
 response
 tolerance
 appetite
Explanation/Reference:Explanation:11 PROJECT RISK MANAGEMENT[..]Organizations perceive risk as the effect of uncertainty on projects and organizational objectives.Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual willwithstand.Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which astakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk.Above that risk threshold, the organization will not tolerate the risk.For example, an organization’s risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response.Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.Q405. The organization’s perceived balance between risk taking and risk avoidance is reflected in the risk:
 Responses
 Appetite
 Tolerance
 Attitude
Explanation/Reference:Explanation:11 PROJECT RISK MANAGEMENT[..]Organizations perceive risk as the effect of uncertainty on projects and organizational objectives.Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual willwithstand.Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which astakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk.Above that risk threshold, the organization will not tolerate the risk.For example, an organization’s risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response.Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.Q406. What type of project structure is a hierarchically organized depiction of the resources by type?
 Organizational breakdown structure (OBS)
 Resource breakdown structure (RBS)
 Work breakdown structure (WBS)
 Project breakdown structure (PBS)
Section: Volume CExplanationExplanation:6.4.3.2 Resource Breakdown StructureThe resource breakdown structure is a hierarchical representation of resources by category and type.Examples of resource categories include labor, material, equipment, and supplies. Resource types may include the skill level, grade level, or other information as appropriate to the project. The resource breakdown structure is useful for organizing and reporting project schedule data with resource utilization information.Q407. Lessons learned are created and project resources are released in which Process Group?
 Planning
 Executing
 Closing
 Initiating
Section: Volume AQ408. Team performance assessments is an output of which of the following processes?
 Develop Human Resource Plan
 Perform Quality Control
 Develop Project Team
 Manage Project Team
Section: Volume EExplanation:Process: 9.3 Develop Project TeamDefinition: 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.Inputs1. Human resource management plan2. Project staff assignments3. Resource calendarsTools & Techniques1. Interpersonal skills2. Training3. Team-building activities4. Ground rules5. Colocation6. Recognition and rewards7. Personnel assessment toolsOutputs1. Team performance assessments2. Enterprise environmental factors updatesQ409. The procurement requirements for a project include working with several vendors.What should the project manager take into consideration during the Project Procurement Management processes?
 Work performance information
 Bidder conferences
 Complexity of procurement
 Procurement management plan
Q410. A new project has been set. Four main stakeholders besides the project manager and four other team members have been identified.How many communication channels are available?
 8
 18
 36
 40
Section: Volume EExplanation/Reference: https://www.izenbridge.com/blog/how-to-calculate-communication-channels/Q411. Which of the Project Time Management processes analyzes activity sequencing, durations, resource requirements, and schedule constraints?
 Estimate Activity Durations
 Control Schedule
 Sequence Activities
 Develop Schedule
Section: Volume EExplanation:Process: 6.6 Develop ScheduleDefinition: 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.Inputs1. Schedule management plan2. Activity list3. Activity attributes4. Project schedule network diagrams5. Activity resource requirements6. Resource calendars7. Activity duration estimates8. Project scope statement9. Risk register10.Project staff assignments11.Resource breakdown structure12.Enterprise environmental factors13.Organizational process assetsTools & Techniques1. Schedule network analysis2. Critical path method3. Critical chain method4. Resource optimization techniques5. Modeling techniques6. Leads and lags7. Schedule compression8. .Scheduling toolOutputs1. Schedule baseline2. .Project schedule3. Schedule data4. Project calendars5. Project management plan updates6. Project documents updatesQ412. A given schedule activity is most likely to last four weeks. In a best-case scenario, the schedule activity is estimated to last two weeks. In a worst-case scenario, the schedule activity is estimated to last 12 weeks.Given these three estimates, what is the expected duration of the activity?
 Three weeks
 Four weeks
 Five weeks
 Six weeks
Explanation/Reference:Explanation:6.5.2.4 Three-Point EstimatingThe accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT).PERT uses three estimates to define an approximate range for an activity’s duration:Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to beassigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity.Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions.The formulas are:Triangular Distribution. tE = (tO + tM + tP) / 3Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.Formula:E = (a + 4m + b) / 6Application:(2+ (4*4) +12)=30 /6 =5Q413. Plan Communications Management develops an approach and plan for project communications based on stakeholders’ needs and requirements and:
 Available organizational assets
 Project staff assignments
 Interpersonal skills
 Enterprise environmental factors
Section: Volume BExplanation:Process: 10.1 Plan Communications ManagementDefinition: The process of developing an appropriate approach and plan for project communications based on stakeholder’s information needs and requirements, and available organizational assets.Key Benefit: The key benefit of this process is that it identifies and documents the approach to communicate most effectively and efficiently with stakeholders.Inputs1. Project management plan2. Stakeholder register3. Enterprise environmental factors4. Organizational process assetsTools & Techniques1. Communication requirements analysis2. Communication technology3. Communication models4. Communication methods5. MeetingsOutputs1. Communications management plan2. Project documents updatesQ414. What should a project manager reference to understand where responsibility, accountability, and authority reside within a company?
 Project charter
 Scope of work
 Project management system
 Organizational system
Q415. Which item is an input to the Define Activities process?
 Schedule data
 Activity list
 Risk register
 Scope baseline
Q416. What are the objectives of initiation processes?
 Initiation processes are performed in order to develop the project charter and identify stakeholders.
 Initiation processes are performed in order to obtain budget approval for a project or phase and approve scope with customers.
 Initiation processes are performed to identify business objectives for a project or phase and identify stakeholders’ goals.
 Initiation processes are performed to map initial requirements for a project or phase and prioritize them with stakeholders.
Section: Volume EExplanation/Reference: https://smallbusiness.chron.com/initiating-process-project-management-36001.htmlQ417. Which of the following is an output of the Define Activities process?
 Activity list
 Project plan
 Activity duration estimates
 Project schedule
Q418. Which of the following is an input to Develop Human Resource Plan?
 Team performance assessment
 Roles and responsibilities
 Staffing management plan
 Enterprise environmental factors
Section: Volume DExplanation/Reference:Q419. 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
Section: Volume DQ420. Which of the following is an input to Direct and Manage Project Execution?
 Requested changes
 Approved change requests
 Work performance information
 Implemented defect repair
Q421. In a project, total float measures the:
 Ability to shuffle schedule activities to lessen the duration of the project.
 Amount of time an activity can be extended or delayed without altering the project finish date.
 Cost expended to restore order to the project schedule after crashing the schedule.
 Estimate of the total resources needed for the project after performing a forward pass.
Section: Volume AQ422. An input to the Plan Procurement Management process is:
 Source selection criteria.
 Market research.
 A stakeholder register.
 A records management system.
Explanation/Reference:Explanation:5.2.1.5 Stakeholder RegisterDescribed in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.13.1.3.1 Stakeholder RegisterThe main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:Identification information. Name, organizational position, location, role in the project, contactinformation;Assessment information. Major requirements, main expectations, potential influence in the project,phase in the life cycle with the most interest; andStakeholder classification. Internal/external, supporter/neutral/resistor, etc.The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change-or new ones identified-throughout the life cycle of the project.Process: 12.1 Plan Procurement ManagementDefinition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.Inputs1. Project management plan2. Requirements documentation3. Risk register4. Activity resource requirements5. Project schedule6. Activity cost estimates7. Stakeholder register8. Enterprise environmental factors9. Organizational process assetsTools & Techniques1. Make-or-buy analysis2. Expert judgment3. Market research4. MeetingsOutputs1. Procurement management plan2. Procurement statement of work3. Procurement documents4. Source selection criteria5. Make-or-buy decisions6. Change requests7. Project documents updatesQ423. Which of the following events would result in a baseline update?
 A project is behind schedule and the project manager wants the baseline to reflect estimated actual completion.
 A customer has approved a change request broadening the project scope and increasing the budget.
 One of the risks identified in the risk management plan occurs, resulting in a schedule delay.
 One of the key project team resources has left the team and no replacement is available.
Explanation/Reference:Explanation:5.6.3.3 Project Management Plan UpdatesProject management plan updates may include, but are not limited to:* Scope Baseline Updates. If the approved change requests have an effect on the project scope, then the scope statement, the WBS, and the WBS dictionary are revised and reissued to reflect the approved changes through Perform Integrated Change Control process.* Other Baseline Updates. If the approved change requests have an effect on the project besides the project scope, then the corresponding cost baseline and schedule baselines are revised and reissued to reflect the approved changes.Q424. Which type of contract is a hybrid of both a cost-reimbursable and a fixed-price contract?
 Cost Plus Award Fee Contract (CPAF)
 Firm-Fixed -Price Contract (FFP)
 Time and Material Contract (T&M)
 Cost Plus Incentive Fee Contract (CPIF)
Q425. In a functional organization, the director of an important stakeholder business group expressed concern to a line manager about the progress of the project. What should the line manager do next?
 Hold a face-to-face meeting with the project manager and warn them.
 Point the director to a link where they can take a look at the reports.
 Invite stakeholders to attend monthly progress review meetings.
 Ask the project manager to update the monthly status report distribution list.
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