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| Certification Vendor: | Project Management Institute (PMI) |
|---|---|
| Exam Name: | Certified Associate in Project Management (CAPM) Exam |
| Exam Number: | CAPM |
| Exam Format: | Multiple Response, Multiple Choice, Hotspot (limited), Matching |
| Certificate Validity Period: | 3 years |
| Exam Duration: | 180 minutes |
| Exam Price: | $225 (PMI members), $300 (non-members) |
| Related Certifications: | PMI Agile Certified Practitioner (PMI-ACP) Project Management Professional (PMP) |
| Available Languages: | German, Spanish, Korean, English, Portuguese (Brazilian), Chinese (Simplified), Japanese, French |
| Real Exam Qty: | 150 |
| Passing Score: | Not disclosed (pass/fail evaluation; PMI does not publish a fixed passing score) |
| Recommended Training: | CAPM Exam Prep Resources (PMI) PMI Authorized Training Partners |
| Exam Registration: | PMI CAPM Certification Page Pearson VUE PMI Exams |
| Sample Questions: | PMI CAPM Sample Questions |
| Exam Way: | Computer-based testing (CBT) available online proctored or at Pearson VUE test centers |
| Pre Condition: | Secondary degree (high school diploma or global equivalent) plus 23 hours of project management education completed before the exam. |
| Official Syllabus URL: | https://www.pmi.org/certifications/certified-associate-capm |
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The Project Management Institute (PMI) created the Certified Associate in Project Management (CAPM) credential for entry-level project managers or individuals seeking to enter the project management profession. CAPM Exam is designed to assess the knowledge and understanding of project management terminology, concepts, and practices as outlined in the Project Management Body of Knowledge (PMBOK) by PMI.
NEW QUESTION # 835
An organization's annual report indicates that there needs to be a new strategy that prioritizes long term goals and repetitive solutions. What project methodology should this organization consider?
Answer: A
NEW QUESTION # 836
Which of the following is a group decision-making technique?
Answer: A
Explanation:
Section: Volume E
NEW QUESTION # 837
During the planning phase, a project manager must create a work breakdown structure (WBS) to improve management of the project ' s components. What should be included in the WBS?
Answer: B
Explanation:
According to the PMBOKGuide, the Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables.
* The WBS Dictionary: While the WBS itself is often a visual chart of the deliverables, it is supported by the WBS Dictionary, which provides a description of work for each component. This description ensures that the project team understands the specific requirements and boundaries of each work package.
* Work Packages: The WBS organizes the total scope. The lowest level of the WBS is called a Work Package, where cost and duration can be estimated. Each work package must have a clear description to avoid " Scope Creep. "
* 100% Rule: The WBS includes 100% of the work defined by the project scope and captures all deliverables-internal, external, and interim.
Analysis of Other Options:
* A. Activity dependencies: These are identified during the Sequence Activities process. They are documented in the project schedule network diagram, not the WBS. The WBS focuses on what is being delivered, not the order in which it is done.
* B. Work package risks: While risks are associated with work packages, they are documented in the Risk Register. The WBS is a scope-related tool; it does not typically house risk management data.
* D. Resource estimates: These are outputs of the Estimate Activity Resources process. Like dependencies, resource requirements are part of the schedule and resource management documentation, whereas the WBS is strictly a decomposition of the project scope.
NEW QUESTION # 838
Which of the following characteristics are found in a functional organizational structure?
Answer: D
Explanation:
According to the PMBOKGuide, specifically the section detailing Organizational Influences and Project Life Cycle, a Functional Organization is a classic hierarchy where each employee has one clear superior. Staff members are grouped by specialty, such as production, marketing, engineering, and accounting.
Project Manager Authority: In a functional structure, the project manager has little to no formal authority.
They often function more as a " Project Coordinator " or " Project Expediter " rather than a true manager.
* Resource Availability: Since resources (people, equipment, and funds) are " owned " by the functional departments, the project manager has little to no power to assign or move resources. They must negotiate with functional managers to get work done.
* Budget Control: The Functional Manager maintains complete control over the project budget. The project manager typically has no autonomy to make financial decisions or reallocate funds.
* Communication Flow: Communication usually follows the departmental hierarchy. If a project requires work from multiple departments, the request often goes up to the top of one department, across to the head of another, and then back down to the relevant staff.
Comparison with Other Options:
Limited project manager authority (B): This characterizes a Weak Matrix organization. In a weak matrix, the project manager has a bit more influence than in a functional setup but still works part-time and lacks budget control.
* Low to moderate authority (C): This characterizes a Balanced Matrix organization. Here, the project manager is usually full-time and shares authority/budget control with functional managers.
* High to almost total authority (D): This characterizes a Projectized (Project-Oriented) organization. In this structure, the project manager has full authority, a full-time staff, and total control over the budget, as the organization is built specifically around project delivery.
NEW QUESTION # 839
A project manager is seeking assistance from the business analyst for an IT project. What assistance can the business analyst provide?
Answer: A
Explanation:
In accordance with the PMBOKGuide and the PMI Guide to Business Analysis, the roles of the Project Manager (PM) and the Business Analyst (BA) are complementary. While the PM focuses on the project ' s health (schedule, budget, and resources), the BA focuses on the product ' s health (requirements, value, and functionality).
* Why Choice A is correct:
* Primary Responsibility: The core competency of a Business Analyst is Requirements Elicitation.
This involves using techniques like interviews, workshops, and surveys to " draw out " the true needs of the stakeholders.
* Bridge to Solution: The BA helps the IT team understand what needs to be built. They transform high-level business needs into detailed functional and non-functional requirements.
* Collect Requirements Process: During this process, the BA is the lead architect for the Requirements Traceability Matrix, ensuring that every technical feature requested by IT aligns with a business objective.
Analysis of other options:
* B (Verify product functionality): This is primarily the responsibility of the Quality Control (QC) team or testers. While a BA might participate in User Acceptance Testing (UAT) to ensure requirements are met, " Verification " is a technical quality process.
* C (Manage the project schedule): This is a core Project Manager responsibility. The PM owns the schedule, tracking critical paths and deadlines. The BA may provide input on how long requirements gathering will take, but they do not manage the overall project timeline.
* D (Allocate project resources): Resource allocation is a Project Manager or Functional Manager task. It involves assigning people to tasks and managing the project budget. BAs generally do not have the authority to allocate corporate or project resources.
Key Concept: The Project Management Institute (PMI) emphasizes that the Business Analyst (Choice A) acts as the " translator " between the business world and the IT world. By focusing on eliciting accurate requirements, the BA reduces the risk of rework and ensures that the software delivered by the project manager actually solves the customer ' s problem.
NEW QUESTION # 840
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