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CAPM - Certified Associate in Project Management (CAPM) Practice Tests 2021 | ExamCost
NEW QUESTION 79
A project manager is talking with their manager about the advantages of following a particular project management approach. What component of the project manager's sphere of influence does this represent?
- A. The project
- B. Professional discipline
- C. The organization
- D. Across disciplines
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 80
The Perform Quality Assurance process occurs in which Process Group?
- A. Monitoring and Controlling
- B. Planning
- C. Executing
- D. Initiating
Answer: C
NEW QUESTION 81
A project manager is considering whether or not to procure a new vendor. What can the project manager use to determine a make-or-buy decision?
- A. Interpersonal skills
- B. Bidder conferences
- C. Data analysis
- D. Bid documents
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://project-management-knowledge.com/definitions/m/make-buy-analysis/
NEW QUESTION 82
When project requirements are documented in user stories then prioritized and refined just prior to construction, which approach is being used for scheduling?
- A. On-demand scheduling
- B. Iterative scheduling with backlog
- C. Defining iterative activities
- D. Life cycle scheduling with backlog
Answer: B
NEW QUESTION 83
For which kind of quantitative risk analysis chart can a tornado diagram represent values?
- A. Expected monetary value analysis
- B. Decision tree analysis
- C. Monte Carlo analysis
- D. Sensitivity analysis
Answer: D
Explanation:
Section: Volume E
Explanation/Reference: https://project-management-knowledge.com/definitions/t/tornado-diagram/
NEW QUESTION 84
Which tool or technique is used in the Estimate Costs process?
- A. Earned value management
- B. Forecasting
- C. Acquisition
- D. Vendor bid analysis
Answer: D
NEW QUESTION 85
Which tasks should a project manager accomplish in order to manage project scope correctly?
- A. Collect Requirements. Define Scope. Create WBS. Develop Schedule, and Manage Stakeholder Engagement
- B. Define. Validate, and Control Scope. Control Schedule; Control Costs and Manage Stakeholder Engagement
- C. Plan Scope Management; Collect Requirements; Define. Validate, and Control Scope; and Create WBS
- D. Define. Validate, and Control Scope. Control Costs. Manage Stakeholder Engagement, and keep budget under control
Answer: C
NEW QUESTION 86
Which basic quality tool explains a change in the dependent variable in relationship to a change observed in the corresponding independent variable?
- A. Histogram
- B. Cause-and-effect diagram
- C. Control chart
- D. Scatter diagram
Answer: D
Explanation:
Section: Volume B
Explanation:
* Scatter diagrams, plot ordered pairs (X, Y) and are sometimes called correlation charts because they seek to explain a change in the dependent variable, Y, in relationship to a change observed in the corresponding independent variable,
X. The direction of correlation may be proportional (positive correlation), inverse (negative correlation), or a pattern of correlation may not exist (zero correlation). If correlation can be established, a regression line can be calculated and used to estimate how a change to the independent variable will influence the value of the dependent variable.
NEW QUESTION 87
What organizational asset can influence the Plan Risk Management process?
- A. Organizational risk policy
- B. Stakeholder register templates and instructions
- C. Corporate policies and procedures for social media, ethics, and security
- D. Organizational communication requirements
Answer: A
NEW QUESTION 88
What cost control technique is used to compare actual project performance to planned or expected performance?
- A. Cost aggregation
- B. Variance analysis
- C. Forecasting
- D. Trend analysis
Answer: B
NEW QUESTION 89
A project manager called for a team meeting to estimate the project effort. During the session, the team went on to identify all the deliverables and analyzed the related work. Each of the analyzed deliverables were estimated.
Which estimation method did the team use?
- A. Rolling wave planning
- B. Expert judgment
- C. Data analysis
- D. Decomposition
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 90
When does the project team determine which dependencies are discretionary?
- A. During the Sequence Activities process
- B. Before the Define Activities process
- C. Before the Sequence Activities process
- D. During the Define Activities process
Answer: A
Explanation:
Section: Volume A
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-
project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities
and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
Process: 6.3 Sequence Activities
Definition: The process of identifying and documenting relationships among the project activities.
Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags
Outputs
1. Project schedule network diagrams
2. Project documents updates
NEW QUESTION 91
Which key interpersonal skill of a project manager is defined as the strategy of sharing power and relying on interpersonal skills to convince others to cooperate toward common goals?
- A. Negotiation
- B. Collaboration
- C. Decision making
- D. Influencing
Answer: D
NEW QUESTION 92
What is the schedule performance index (SPI) if the planned value (PV) is $100, the actual cost (AC) is $150, and the earned value (EV) is $50?
- A. 2.00
- B. 1.50
- C. 0.67
- D. 0.50
Answer: D
NEW QUESTION 93
The following chart contains information about the tasks in a project.
Based on the chart, what is the cost performance index (CPI) for Task 2?
- A. 0
- B. 1.8
- C. 1.25
- D. 0.8
Answer: C
NEW QUESTION 94
The following is a network diagram for a project.
How many possible paths are identified for this project?
- A. 0
- B. 1
- C. 2
- D. 3
Answer: C
NEW QUESTION 95
Soft logic is also known as what type of dependency?
- A. External
- B. Mandatory
- C. Internal
- D. Discretionary
Answer: D
Explanation:
Section: Volume E
Explanation
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
5. Expert judgment
6. Facilitation techniques
Outputs
7. Project management plan
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.
modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-
project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities
and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
NEW QUESTION 96
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