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PMI CAPM Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Agile and Hybrid Methodologies20%- Agile Principles and Mindset
  • 1. Early delivery and continuous improvement
  • 2. Adaptive planning
  • 3. Iterative and incremental delivery
  • 4. Agile Manifesto values and principles
- Hybrid Approaches
  • 1. Scrum framework roles and events
  • 2. Blending predictive and agile methods
  • 3. Kanban basics
- Agile Estimation and Planning
  • 1. Story points and relative estimation
  • 2. Sprint planning and retrospectives
  • 3. Velocity-based planning
Topic 2: Project Management Fundamentals and Core Concepts50%- Project Stakeholder Management
  • 1. Plan stakeholder engagement
  • 2. Identify stakeholders
  • 3. Monitor stakeholder engagement
  • 4. Manage stakeholder engagement
- Project Management Framework
  • 1. Knowledge areas
  • 2. Process groups (Initiating, Planning, Executing, Monitoring and Controlling, Closing)
  • 3. PMBOK Guide framework components
  • 4. Project stakeholders and governance
- Project Resource Management
  • 1. Develop team
  • 2. Manage team
  • 3. Acquire resources
  • 4. Plan resource management
  • 5. Control resources
- Project Integration Management
  • 1. Direct and manage project work
  • 2. Develop project management plan
  • 3. Develop project charter
  • 4. Manage project knowledge
  • 5. Monitor and control project work
  • 6. Perform integrated change control
  • 7. Close project or phase
- Understanding the Value of Project Management
  • 1. Benefits of project management
  • 2. Role of project manager
  • 3. Organizational project management (OPM)
  • 4. Distinction between projects, programs, and portfolios
- Project Cost Management
  • 1. Determine budget
  • 2. Estimate costs
  • 3. Plan cost management
  • 4. Control costs
- Project Scope Management
  • 1. Create WBS
  • 2. Define scope
  • 3. Collect requirements
  • 4. Validate scope
  • 5. Control scope
  • 6. Plan scope management
- Project Schedule Management
  • 1. Define activities
  • 2. Estimate activity duration
  • 3. Develop schedule
  • 4. Plan schedule management
  • 5. Sequence activities
  • 6. Control schedule
- Project Quality Management
  • 1. Manage quality
  • 2. Control quality
  • 3. Plan quality management
- Project Procurement Management
  • 1. Control procurements
  • 2. Conduct procurements
  • 3. Plan procurement management
- Project Risk Management
  • 1. Perform quantitative risk analysis
  • 2. Monitor risks
  • 3. Identify risks
  • 4. Plan risk responses
  • 5. Plan risk management
  • 6. Perform qualitative risk analysis
  • 7. Implement risk responses
- Project Communications Management
  • 1. Monitor communications
  • 2. Manage communications
  • 3. Plan communications management
Topic 3: Predictive, Plan-Based Methodologies30%- Predictive Tool Techniques
  • 1. Gantt charts
  • 2. Critical path method (CPM)
  • 3. Work breakdown structure (WBS)
  • 4. Network diagrams
- Plan-Driven Process Implementation
  • 1. Baseline management
  • 2. Change control processes
  • 3. Detailed planning and estimation
  • 4. Scope verification
- Predictive Methodology Principles
  • 1. Milestone-driven delivery
  • 2. Waterfall approach characteristics
  • 3. Sequential phases
  • 4. Requirements gathering and documentation

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有難いCAPM資格講座 & 合格スムーズCAPM日本語版試験勉強法 | 実用的なCAPM最新試験

CAPMテストガイドは、時間の無駄を避けるために、できるだけ早くこれらの資料を学習できることを保証できます。 Certified Associate in Project Management (CAPM) Study Questionは、不明瞭な概念を簡素化することにより、学習方法を最適化するのに役立ちます。 CAPM試験問題は、アフターサービスを完璧にするための努力をspareしみません。

PMI Certified Associate in Project Management (CAPM) 認定 CAPM 試験問題 (Q444-Q449):

質問 # 444
When planning communications management what input identifies key stakeholders?

正解：B


質問 # 445
Projects can intersect with an organization's operations at various points during the product life cycle such as:

正解：D

解説：
Section: Volume E
Explanation:
1.5.1 Operations and Project Management
Changes in business operations may be the focus of a dedicated project-especially if there are substantial changes to business operations as a result of a new product or service delivery. Ongoing operations are outside of the scope of a project; however, there are intersecting points where the two areas cross.
Projects can intersect with operations at various points during the product life cycle, such as:
At each closeout phase;

When developing a new product, upgrading a product, or expanding outputs;

While improving operations or the product development process; or

Until the end of the product life cycle.

At each point, deliverables and knowledge are transferred between the project and operations for implementation of the delivered work. This implementation occurs through a transfer of project resources to operations toward the end of the project, or through a transfer of operational resources to the project at the start.
Operations are ongoing endeavors that produce repetitive outputs, with resources assigned to do basically the same set of tasks according to the standards institutionalized in a product life cycle. Unlike the ongoing nature of operations, projects are temporary endeavors.


質問 # 446
Whose approval may be required for change requests after change control board (CCB) approval?

正解：B


質問 # 447
Organizational process assets can be divided into which of the following two categories?

正解：A

解説：
Explanation/Reference:
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.


質問 # 448
Reserve analysis is a tool and technique used in which process?

正解：A


質問 # 449
......

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