[Dec 24, 2021] PassSureExam CAPM dumps & PMI Certification sure practice dumps
PMI CAPM Actual Questions and Braindumps
There are 13 main subject areas covered in the CAPM certification exam. The candidates are strongly recommended to develop a good understanding of all these topics before attempting the test. The highlights of these domains are provided below:
- Management of Project Risk (8%)
The eleventh subject area addresses 7 processes in project management in the knowledge area of project risk management, including the techniques, tools, inputs, and outputs in the mentioned processes, and key documents in the management of project risks. Other subtopics tackle performing calculations of simple risks and knowing when there is risk-based adjustment demand as a result of the project environment and how this happens.
- Management of Project Procurement (4%)
The twelfth domain of the CAPM certification test covers 3 processes in the knowledge area of project procurement management, including the techniques, tools, inputs, and outputs in 3 processes. Other subtopics are connected with tailoring considerations and key concepts for the management of project procurements with emerging practices and trends, as well as different types of agreements, methods for source selection, and contracts.
- Management of Project Costs (8%)
The areas addressed in the seventh module are 4 processes in project management. This also captures management of project cost, techniques, tools, inputs, and outputs in the processes mentioned, key concepts, methods in earned value, as well as basic forecasting in management of project cost.
- Management of Project Stakeholder (9%)
The last section includes four subsections. They concern 4 processes in the knowledge areas of project stakeholder management. This entails your understanding of the techniques, tools, input, and outputs in these processes. It also concerns the roles and needs of key stakeholders, as well as the benefits and key concepts of stakeholder management.
- Management of Project Scope (9%)
In the framework of the fifth objective, the first subsection addresses 6 processes in the project scope management knowledge area. The second subtopic focuses on the techniques, tools, input, and outputs in the processes formerly defined. In the third subsection, the focus is on tailoring considerations and key concepts in the management of project scope and scope management key roles. In the fourth segment, the purpose and elements of the WBS (Work Breakdown Structure) for project scope and product scope are discussed. The last is the section involving Agile projects or adaptive projects with use of prototypes.
- Management of Project Integration (9%)
The first subsection of the fourth section of the PMI CAPM exam focuses on managing the individuals’ knowledge areas in project integration by understanding 7 processes in project management. They are further discussed in the next section covering the tools, techniques, inputs, and outputs within the processes. The next subtopic features a project manager’s role in the management of project integration and the purpose of managing project integration. The fourth subdomain concentrates on identifying the concepts and procedures with relation to the management of project change. In the fifth subtheme, the candidates should demonstrate that they are capable of recognizing key documents and identifying tailoring conditions for managing project integration. The sixth part is all about the knowledge management and project integration methods.
- Project Management Introduction (6%)
In the first domain of the CAPM certification exam, there are four subsections. The first one is about your understanding of 5 process groups in project management and processes in each group. The second area covers recognizing relationships among operational management, program, portfolio, and project. In the third section, the lifecycle of a project is comprehensively defined. The last part addresses one’s understanding of the importance & functions of tailoring in different projects.
- Management of Project Communication (10%)
In the tenth topic, the sections focus on 3 processes in project management. The knowledge areas covered here are management of project communication, identification of techniques, tools, inputs, and outputs in the mentioned processes, and management of project communication key approaches & concepts. Other subtopics address management plan communication dimensions as well as components, management of project communication methods and communication skills.
- Management of Project Resource (8%)
This part explores 3 processes in project management. They are about the management of project quality, techniques/tools/inputs/outputs in the processes, approaches to and reasons for adaptation of quality management in various project environments, as well as quality tools & approaches for improvements.
- Roles of a Project Manager (7%)
The third domain is about identifying the project manager’s primary functions. This is followed by the sphere of influence of a project manager. The third feature is the identification of the major elements in the PMI triangle. The last knowledge area covers clarifying the differences in leadership and management.
- Project Environment (6%)
The second topic covers the identification of the assets and functions that can have an impact on the outcomes of a project. The next subsection focuses on distinguishing different organizational systems. This is followed by a comprehensive understanding of the purposes and activities of the PMO (Project Management Office). The last subtopic involves recognizing the hierarchy of portfolios, projects, and programs.
- Management of Project Schedule (9%)
The sixth domain contains four subsections. The first one comes with 6 processes in the project schedule management knowledge area. This is followed by the techniques, tools, inputs, and outputs in 6 processes. The next part is on solving simple problems in network diagrams and performing calculations in basic scheduling. The last subtopic focuses on Agile environments or adaptive environment considerations in the management of project schedules.
- Management of Project Quality (7%)
This section deals with 6 processes in project management in the knowledge area of project quality management, including resources and techniques, tools, inputs, and outputs in the processes, trends, and key concepts in the management of project resources. Other aspects concerned include developing teams, resolving problems that are resource-related, managing conflicts, as well as components in the management plan for resources and techniques used to represent data when project resources are being managed.
Benefit in Obtaining the Exam Certification
- Company decision makers see value in certification
- Certified PMI Certified Associate in Project Management report high job satisfaction
NEW QUESTION 528
Which of the following is an output of the Define Activities process?
- A. Activity list
- B. Project plan
- C. Project schedule
- D. Activity duration estimates
Answer: A
NEW QUESTION 529
The project manager is working with some functional managers and stakeholders on the resource management plan. Which elements may be included in this plan?
- A. Team values, team agreements, and conflict resolution process
- B. Resource requirements, resource assignments, and team performance assessments
- C. Team roles and responsibilities, team management, and training plan
- D. Conflict resolution process, communication guidelines, and meeting schedules
Answer: C
Explanation:
Section: Volume E
NEW QUESTION 530
Which of the following is a group decision-making technique?
- A. Plurality
- B. Focus groups
- C. Affinity diagram
- D. Brainstorming
Answer: A
NEW QUESTION 531
Which illustrates the connection between work that needs to be done and its project team members?
- A. Work breakdown structure (WBS)
- B. Responsibility assignment matrix (RAM)
- C. Staffing management plan
- D. Network diagrams
Answer: B
NEW QUESTION 532
The project has a current cost performance index of 0.80. Assuming this performance will continue, the new estimate at completion is $1000. What was the original budget at completion for the project?
- A. $800
- B. $1000
- C. $1800
- D. $1250
Answer: A
NEW QUESTION 533
Which of the following is an input to the Develop Project Charter process?
- A. Project management plan
- B. Change requests
- C. Work performance information
- D. Business case
Answer: D
NEW QUESTION 534
Using the following information and assuming that the project team will work a standard 40-hour work week:
Activity A has a duration of 10 days.
Activity B has a duration of 10 days and its predecessor is Activity A.
Activity C has a duration of 15 days and its predecessor is Activity A.
Activity D has a duration of 10 days and its predecessor is Activity B and C.
Activity E has a duration of 10 days and its predecessor is Activity D.
Activity F has a duration of 15 days and its predecessor is Activity D.
What is the critical path of the project?
- A. ABDF
- B. ABDE
- C. ACDE
- D. ACDF
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 535
The correct equation for schedule variance (SV) is earned value:
- A. minus planned value [EV - PV].
- B. minus actual cost [EV - AC].
- C. divided by actual cost [EV/AC].
- D. divided by planned value [EV/PV],
Answer: A
NEW QUESTION 536
Which components of the project management plan are inputs used when creating the stakeholder engagement plan?
- A. Communications, schedule, and cost management plans
- B. Risk, resource, and communications management plans
- C. Procurement, integration, and risk management plans
- D. Scope, quality, and resource management plans
Answer: A
NEW QUESTION 537
Which type of dependency is contractually required or inherent in the nature of the work?
- A. Lead
- B. External
- C. Mandatory
- D. Discretionary
Answer: C
Explanation:
Section: Volume E
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 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 538
Stakeholder satisfaction should be managed as a key project:
- A. Initiative
- B. Process
- C. Objective
- D. Benefit
Answer: C
Explanation:
Section: Volume A
Explanation/Reference:
NEW QUESTION 539
Which Define Activities tool or technique is used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts?
- A. Inspection
- B. Decomposition
- C. Project analysis
- D. Document analysis
Answer: B
Explanation:
Explanation/Reference:
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.
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
NEW QUESTION 540
For the given information:
Activity A, duration 5 days, predecessors: none
Activity B, duration 3 days, predecessors: none
Activity C, duration 6 days, predecessors: A and B
Activity D, duration 7 days, predecessors: B
Activity E, duration 4 days, predecessors: C and D
Activity F, duration 2 days, predecessors: E and B
Which of the following shows the project's critical path?
- A. Start, B, C, E, F, Finish
- B. Start, A, C, E, F, Finish
- C. Start, B, D, E, F, Finish
- D. Start, B, F, Finish
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 541
The processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project has been undertaken to achieve are grouped within which Process Group?
- A. Executing
- B. Initiating
- C. Planning
- D. Monitoring and Controlling
Answer: C
Explanation:
Section: Volume E
NEW QUESTION 542
Which Manage Communications tool or technique focuses on identifying and managing barriers?
- A. Communication methods
- B. Information management systems
- C. Communication models
- D. Information technology
Answer: C
Explanation:
Section: Volume B
Explanation:
10.1.2.3 Communication Models
The communication models used to facilitate communications and the exchange of information may vary from project to project and also within different stages of the same project. [..]. Medium is the technology medium and includes the mode of communication while noise includes any interference or barriers that might compromise the delivery of the message. The sequence of steps in a basic communication model is:
Encode. Thoughts or ideas are translated (encoded) into language by the sender.
Transmit Message. This information is then sent by the sender using communication channel (medium). The
transmission of this message may be compromised by various factors (e.g., distance, unfamiliar technology, inadequate infrastructure, cultural difference, and lack of background information). These factors are collectively termed as noise.
Decode. The message is translated by the receiver back into meaningful thoughts or ideas.
Acknowledge. Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message but
this does not necessarily mean agreement with or comprehension of the message.
Feedback/Response. When the received message has been decoded and understood, the receiver encodes
thoughts and ideas into a message and then transmits this message to the original sender.
Process: 10.2 Manage Communications
Definition: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan.
Key Benefit: The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.
Inputs
1. Communications management plan
2. Work performance reports
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication technology
2. Communication models
3. Communication methods
4. Information management systems
5. Performance reporting
Outputs
1. Project communications
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
NEW QUESTION 543
The features and functions that characterize a result, product, or service can refer to:
- A. product breakdown structure
- B. project scope
- C. service scope
- D. product scope
Answer: D
NEW QUESTION 544
Which technique is used in Perform Quantitative Risk Analysis?
- A. Risk categorization
- B. Risk data quality assessment
- C. Probability and impact matrix
- D. Sensitivity analysis
Answer: D
Explanation:
Section: Volume C
Explanation/Reference:
NEW QUESTION 545
What is the critical chain method?
- A. A schedule compression technique that analyzes cost and schedule trade-offs to determine how to obtain the greatest amount of compression for the least incremental cost
- B. A schedule network analysis technique that modifies the project schedule to account for limited resources
- C. A technique to calculate the theoretical early start and finish dates and late start and finish dates
- D. A technique to estimate project duration when there is a limited amount of detailed information about the project
Answer: B
Explanation:
Section: Volume E
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.
NEW QUESTION 546
When addressing roles and responsibilities, which item ensures that the staff has the skills required to complete project activities?
- A. Competency
- B. Role
- C. Authority
- D. Responsibility
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 547
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