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PMI CAPM Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Agile and Hybrid Methodologies	20%	- Agile Estimation and Planning 1. Sprint planning and retrospectives 2. Velocity-based planning 3. Story points and relative estimation - Agile Principles and Mindset 1. Adaptive planning 2. Iterative and incremental delivery 3. Agile Manifesto values and principles 4. Early delivery and continuous improvement - Hybrid Approaches 1. Blending predictive and agile methods 2. Kanban basics 3. Scrum framework roles and events
Topic 2: Predictive, Plan-Based Methodologies	30%	- Plan-Driven Process Implementation 1. Scope verification 2. Detailed planning and estimation 3. Change control processes 4. Baseline management - Predictive Methodology Principles 1. Milestone-driven delivery 2. Requirements gathering and documentation 3. Waterfall approach characteristics 4. Sequential phases - Predictive Tool Techniques 1. Gantt charts 2. Network diagrams 3. Work breakdown structure (WBS) 4. Critical path method (CPM)
Topic 3: Project Management Fundamentals and Core Concepts	50%	- Project Quality Management 1. Plan quality management 2. Manage quality 3. Control quality - Project Communications Management 1. Plan communications management 2. Monitor communications 3. Manage communications - Project Cost Management 1. Control costs 2. Estimate costs 3. Determine budget 4. Plan cost management - Project Scope Management 1. Create WBS 2. Define scope 3. Control scope 4. Plan scope management 5. Collect requirements 6. Validate scope - Understanding the Value of Project Management 1. Distinction between projects, programs, and portfolios 2. Organizational project management (OPM) 3. Role of project manager 4. Benefits of project management - Project Schedule Management 1. Develop schedule 2. Sequence activities 3. Define activities 4. Control schedule 5. Estimate activity duration 6. Plan schedule management - Project Management Framework 1. Project stakeholders and governance 2. Knowledge areas 3. Process groups (Initiating, Planning, Executing, Monitoring and Controlling, Closing) 4. PMBOK Guide framework components - Project Risk Management 1. Perform qualitative risk analysis 2. Implement risk responses 3. Monitor risks 4. Plan risk management 5. Identify risks 6. Perform quantitative risk analysis 7. Plan risk responses - Project Resource Management 1. Manage team 2. Develop team 3. Control resources 4. Acquire resources 5. Plan resource management - Project Procurement Management 1. Conduct procurements 2. Plan procurement management 3. Control procurements - Project Stakeholder Management 1. Monitor stakeholder engagement 2. Manage stakeholder engagement 3. Identify stakeholders 4. Plan stakeholder engagement - Project Integration Management 1. Manage project knowledge 2. Develop project management plan 3. Develop project charter 4. Close project or phase 5. Perform integrated change control 6. Monitor and control project work 7. Direct and manage project work

Section

Weight

Objectives

Topic 1: Agile and Hybrid Methodologies

20%

- Agile Estimation and Planning

1. Sprint planning and retrospectives
2. Velocity-based planning
3. Story points and relative estimation

- Agile Principles and Mindset

1. Adaptive planning
2. Iterative and incremental delivery
3. Agile Manifesto values and principles
4. Early delivery and continuous improvement

- Hybrid Approaches

1. Blending predictive and agile methods
2. Kanban basics
3. Scrum framework roles and events

Topic 2: Predictive, Plan-Based Methodologies

30%

- Plan-Driven Process Implementation

1. Scope verification
2. Detailed planning and estimation
3. Change control processes
4. Baseline management

- Predictive Methodology Principles

1. Milestone-driven delivery
2. Requirements gathering and documentation
3. Waterfall approach characteristics
4. Sequential phases

- Predictive Tool Techniques

1. Gantt charts
2. Network diagrams
3. Work breakdown structure (WBS)
4. Critical path method (CPM)

Topic 3: Project Management Fundamentals and Core Concepts

50%

- Project Quality Management

1. Plan quality management
2. Manage quality
3. Control quality

- Project Communications Management

1. Plan communications management
2. Monitor communications
3. Manage communications

- Project Cost Management

1. Control costs
2. Estimate costs
3. Determine budget
4. Plan cost management

- Project Scope Management

1. Create WBS
2. Define scope
3. Control scope
4. Plan scope management
5. Collect requirements
6. Validate scope

- Understanding the Value of Project Management

1. Distinction between projects, programs, and portfolios
2. Organizational project management (OPM)
3. Role of project manager
4. Benefits of project management

- Project Schedule Management

1. Develop schedule
2. Sequence activities
3. Define activities
4. Control schedule
5. Estimate activity duration
6. Plan schedule management

- Project Management Framework

1. Project stakeholders and governance
2. Knowledge areas
3. Process groups (Initiating, Planning, Executing, Monitoring and Controlling, Closing)
4. PMBOK Guide framework components

- Project Risk Management

1. Perform qualitative risk analysis
2. Implement risk responses
3. Monitor risks
4. Plan risk management
5. Identify risks
6. Perform quantitative risk analysis
7. Plan risk responses

- Project Resource Management

1. Manage team
2. Develop team
3. Control resources
4. Acquire resources
5. Plan resource management

- Project Procurement Management

1. Conduct procurements
2. Plan procurement management
3. Control procurements

- Project Stakeholder Management

1. Monitor stakeholder engagement
2. Manage stakeholder engagement
3. Identify stakeholders
4. Plan stakeholder engagement

- Project Integration Management

1. Manage project knowledge
2. Develop project management plan
3. Develop project charter
4. Close project or phase
5. Perform integrated change control
6. Monitor and control project work
7. Direct and manage project work

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q639-Q644):

NEW QUESTION # 639
During a sprint demo, the customer says that one of the user stories is not ready for customer use. Which checklist should the team look at to find out what has been missed for the user story?

A. Velocity chart
B. Definition of ready (DoR)
C. Definition of done (DoD)
D. Burndown chart

Answer: C

Explanation:
In Agile/Scrum methodologies, as described in the Agile Practice Guide and the Scrum Guide, there is a critical distinction between getting a story " ready " to start and getting it " ready " for the customer (Done).
* Why Choice D is correct:
* The Definition of Done (DoD): This is a formal description of the state of the Increment when it meets the quality measures required for the product. It is a checklist of all the technical and quality criteria that a user story must meet before it can be considered complete (e.g., coded, unit tested, integrated, documented, and bug-free).
* Customer Use: When a customer claims a story is " not ready for use " during a demo, it usually means a quality standard or a functional requirement was missed. The team reviews the DoD to see if they skipped a mandatory step (like security testing or user documentation) that would have caught the issue before the demo.
* Transparency: The DoD ensures that everyone (the team and the stakeholders) has a shared understanding of what " complete " work means.
Analysis of other options:
* A (Burndown chart): This is a trend tool that shows how much work is remaining in a sprint. It tracks progress over time but does not contain quality criteria or checklists for individual user stories.
* B (Velocity chart): This tracks the amount of work (usually in story points) a team completes in each sprint. It is a capacity planning tool, not a quality or requirements checklist.
* C (Definition of Ready - DoR): This is the checklist used to determine if a user story is well-defined enough to be taken into a sprint (e.g., it has clear acceptance criteria and dependencies are removed).
Since the story in the question is already being demoed, it had already passed the DoR. The issue now is whether it was finished correctly, which is the role of the DoD.
Key Concept: The Project Management Institute (PMI) emphasizes that the Definition of Done is the primary tool for maintaining quality in an adaptive environment. If an increment is not " Ready for Customer Use, " it means it failed to meet the DoD, and therefore, cannot be considered part of the Increment or contribute to the team ' s Velocity for that sprint. Choice D is the governing document for this situation.

NEW QUESTION # 640
A project manager is working on an estimate. The project team is estimating each work package and then finding the total of all the work packages.
Which technique is using the project manager?

A. Bottom-up estimating
B. Parametric estimating
C. Data analysis
D. Three-point estimating

Answer: B

NEW QUESTION # 641
A sponsor asks a project manager to provide a project's expected total costs based on its progress. What formula should the project manager use to determine this?

A. Budget at completion (BAC) / cost performance index (CPI)
B. EV - planned value (PV)
C. Estimate at completion (EAC) - AC
D. Earned value (EV) / actual cost (AC)

Answer: A

NEW QUESTION # 642
Which Control Stakeholder Engagement tool or technique allows the project manager to consolidate and facilitate distribution of reports?

A. Stakeholder analysis
B. Work performance reports
C. Data gathering and representation
D. Information management systems

Answer: D

Explanation:
According to the PMBOKGuide, the Monitor Stakeholder Engagement process (referred to as Control Stakeholder Engagement in some versions of the exam bank) is the process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders.
* Information Management Systems (IMS): This is the primary tool and technique used to consolidate data from various sources and facilitate the distribution of reports to stakeholders. It provides a standard tool for the project manager to capture, store, and distribute information about cost, schedule progress, and performance.
* Functionality: In the context of stakeholder engagement, an IMS allows the project manager to:
* Consolidate various status reports and progress updates.
* Ensure that the right information reaches the right stakeholders in the preferred format (as defined in the Communications Management Plan).
* Track whether communication is actually reaching the intended audience and achieving the desired level of engagement.
Comparison with other options:
* B. Work performance reports: These are outputs of the Monitor and Control Project Work process that become inputs to the stakeholder management processes. They are the content being distributed, not the tool used to consolidate and facilitate that distribution.
* C. Stakeholder analysis: This is a technique used primarily in the Identify Stakeholders and Plan Stakeholder Engagement processes to determine the position, interest, and influence of stakeholders. It is not a reporting distribution tool.
* D. Data gathering and representation: While these are techniques used to collect and show data (such as mapping stakeholders on a grid), they do not represent the automated or systemic infrastructure required to manage and distribute project reports across an organization.

NEW QUESTION # 643
A project manager is performing the procurement management process with three vendors The project team is reviewing the requests for proposal (RFPs).
What type of procurement document is the RFP?

A. Source selection criteria
B. Independent cost estimate
C. Bid document
D. Statement of work (SOW)

Answer: C

NEW QUESTION # 644
......

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