[2025] CAPM PDF Questions - Perfect Prospect To Go With Pass4sureCert Practice Exam
PMI CAPM Pdf Questions - Outstanding Practice To your Exam
NEW QUESTION # 582
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?
- A. Fixed-Price-Incentive-Fee Contract (FPIF)
- B. Cost-Reimbursable Contract (CR)
- C. Firm-Fixed -Price Contract (FFP)
- D. Fixed Price with Economic Price Adjustments Contract (FP-EPA)
Answer: C
NEW QUESTION # 583
The project manager at an organization has just realized that some of the engineering staff has been allocated to project Y and will not be available to finish task X. The project manager has also discovered that at the current pace, it will not be possible to complete the project on time. Due to cost constraints, hiring more work force is not a viable option. Which tools are at the manager's disposal?
- A. Fast tracking and crashing
- B. Crashing and applying leads and lags
- C. Scheduling tools and applying leads and lags
- D. Resource leveling and fast tracking
Answer: D
Explanation:
Section: Volume D
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.
NEW QUESTION # 584
Tools and techniques used for Plan Communications include the communication:
- A. requirements analysis, communication technology, communication models, and communication methods.
- B. management plan, communication technology, communication models, and communication requirements analysis.
- C. requirements, communication technology, communication requirements analysis, and communication methods.
- D. methods, stakeholder register, communication technology, and communication models.
Answer: A
Explanation:
Section: Volume D
NEW QUESTION # 585
Project management processes are:
- A. Project phases, applied as required in different projects.
- B. Static; they must not change across different projects.
- C. Applied globally and across all industry groups.
- D. Discrete elements with well-defined interfaces.
Answer: C
Explanation:
Section: Volume E
NEW QUESTION # 586
For which kind of quantitative risk analysis chart can a tornado diagram represent values?
- A. Decision tree analysis
- B. Sensitivity analysis
- C. Expected monetary value analysis
- D. Monte Carlo analysis
Answer: B
Explanation:
Section: Volume E
Explanation/Reference: https://project-management-knowledge.com/definitions/t/tornado-diagram/
NEW QUESTION # 587
A temporary endeavor that creates a unique product or service is called a:
- A. Portfolio
- B. Plan
- C. Program
- D. Project
Answer: D
NEW QUESTION # 588
What process determines which risks might affect the project?
- A. Quantitative risk analysis
- B. Qualitative risk analysis
- C. Identify Risks
- D. Plan Risk Management
Answer: C
NEW QUESTION # 589
According to PMBOK, the definition of Plan Risk Management is:
- A. Develop strategies and agreeing on actions to address overall and individual risk and exposure
- B. Implement agreed-upon risk response plans
- C. Analyze the impact of identified individual risk and other sources of uncertainty on overall project objectives
- D. Define how to conduct risk management activities for a project
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://www.pmi.org/learning/library/overall-project-risk-assessment-models-1386
NEW QUESTION # 590
An input required in Define Scope is an organizational:
- A. matrix.
- B. process asset.
- C. breakdown structure.
- D. structure.
Answer: B
Explanation:
Section: Volume C
Explanation
Explanation:
2.1.4 Organizational Process Assets
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project. The process assets also include the organization's knowledge bases such as lessons learned and historical information.
Organizational process assets may include completed schedules, risk data, and earned value data.
Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base.
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
NEW QUESTION # 591
What document gathers all of the lessons learned at the end of a phase or project
- A. Lessons learned list
- B. Lessons learned register
- C. Lessons learned project asset
- D. Lessons learned repository
Answer: D
NEW QUESTION # 592
An input to Develop Project Charter is a/an:
- A. Business case.
- B. Activity list.
- C. Cost forecast.
- D. Project management plan.
Answer: A
Explanation:
Explanation/Reference:
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
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost- benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to
gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and
streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new
industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of
paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling
toxic materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or
Social need (e.g., a nongovernmental organization in a developing country authorizing a project to
provide potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.
NEW QUESTION # 593
What is one of the main purposes of the project charter?
- A. Formal definilion of stakeholder roles and responsibilities
- B. Formal authorization of the existence of the project
- C. Formal approval of the detailed project budget
- D. Formal acceptance of the project management plan
Answer: B
NEW QUESTION # 594
Which term refers to the work performed to deliver results with specified features and functions?
- A. Change request
- B. Project scope
- C. Product scope
- D. Acceptance criteria
Answer: B
NEW QUESTION # 595
In agile projects while performing scope management. What is the definition of requirements
- A. Sprint
- B. Charter
- C. Backlog i
- D. Metrics
Answer: C
NEW QUESTION # 596
Activity cost estimates and the project schedule are inputs to which Project Cost Management process?
- A. Determine Budget
- B. Estimate Costs
- C. Plan Cost Management
- D. Control Costs
Answer: A
Explanation:
Section: Volume B
Explanation:
7.2.3.1 Activity Cost Estimates
Activity cost estimates are quantitative assessments of the probable costs required to complete project work.
Cost estimates can be presented in summary form or in detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, direct labor, materials, equipment, services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or a cost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
NEW QUESTION # 597
The basis of identification for current or potential problems to support later claims or new procurements is provided by:
- A. A risk urgency assessment.
- B. The scope baseline.
- C. Procurement audits.
- D. Work performance information.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
4.4.1.5 Work Performance Information
Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Thus work performance data has been transformed into work performance information. Data in itself cannot be used in the decision-making process as it has only out-of-context meaning. Work performance information, however, is correlated and contextualized, and provides a sound foundation for project decisions.
Work performance information is circulated through communication processes. Examples of performance information are status of deliverables, implementation status for change requests, and forecasted estimates to complete.
NEW QUESTION # 598
A project manager should communicate to stakeholders about resolved project issues by updating the:
- A. project records
- B. stakeholder register
- C. project reports
- D. stakeholder notifications
Answer: D
NEW QUESTION # 599
When painting a bedroom, preparing the walls can be done while the paint is being chosen. This is an example of a:
- A. lag
- B. mandatory dependency
- C. internal dependency
- D. lead
Answer: D
Explanation:
Section: Volume B
Explanation/Reference:
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.
NEW QUESTION # 600
Risk responses reflect an organization's perceived balance between:
- A. varying degrees of risk.
- B. known risk and unknown risk.
- C. risk taking and risk avoidance.
- D. identified risk and analyzed risk.
Answer: C
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION # 601
Those who enter into a contractual agreement to provide services necessary for a project are:
- A. product users
- B. buyers
- C. sellers
- D. business partners
Answer: C
NEW QUESTION # 602
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