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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1168-Q1173):

NEW QUESTION # 1168
Howls program success measured?

Answer: A


NEW QUESTION # 1169
A new business analyst has joined the team in the middle of a project and the requirements traceability matrix has been updated. What should the business analyst do next?

Answer: C


NEW QUESTION # 1170
In order to detect quality issues earlier in the project life cycle, the project manager is using an agile/ adaptive environment.
What is the main difference between waterfall and agile/adaptive development approaches for Project Quality Management?

Answer: B


NEW QUESTION # 1171
In a construction project schedule, what is the logical relationship between the delivery of the concrete materials and the pouring of concrete?

Answer: A

Explanation:
According to the PMBOKGuide, specifically within the Sequence Activities process, the Precedence Diagramming Method (PDM) defines four types of logical relationships (dependencies) between activities.
* Finish-to-start (FS): This is the most commonly used logical relationship. In this setup, a successor activity cannot start until a predecessor activity has finished.
* Application to the Scenario: In construction, you logically cannot begin the " pouring of concrete " (Successor) until the " delivery of concrete materials " (Predecessor) has been completed. The first activity must Finish before the second can Start.
* Analysis of Other Options:
* A. Start-to-start (SS): A relationship where a successor activity cannot start until a predecessor activity has started. (e.g., leveling concrete can start as soon as pouring starts).
* B. Start-to-finish (SF): A rare relationship where a successor activity cannot finish until a predecessor activity has started.
* C. Finish-to-finish (FF): A relationship where a successor activity cannot finish until a predecessor activity has finished.


NEW QUESTION # 1172
The initial development of a Project Scope Management plan uses which technique?

Answer: D

Explanation:
According to the PMBOKGuide, the Plan Scope Management process is the process of creating a scope management plan that documents how the project scope will be defined, validated, and controlled.
* Expert Judgment: This is a primary tool and technique used in the initial development of the Project Scope Management plan. Expert judgment is defined as judgment provided based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed.
* Application in Scope Planning: For this specific process, expertise should be sought from individuals or groups with specialized knowledge or training in:
* Previous similar projects.
* Information in the industry, discipline, and application area.
* Developing scope management plans and requirements management plans.
* Other Tools in Plan Scope Management: In addition to expert judgment, Data Analysis (specifically alternatives analysis) is used to evaluate different ways of creating the scope management plan and managing the scope.
Analysis of Other Options:
* A. Alternatives identification: This is a technique used during the Define Scope process to generate different approaches to execute and perform the work of the project.
* B. Scope decomposition: This is the primary technique for the Create WBS process, where the project scope and project work are subdivided into smaller, more manageable components.
* D. Product analysis: This is a technique used in the Define Scope process for projects that have a product as a deliverable (as opposed to a service or result). It involves asking questions about a product and forming answers to describe the use, characteristics, and other relevant aspects of the product.


NEW QUESTION # 1173
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