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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) CAPM Prüfungsfragen mit Lösungen (Q296-Q301):

296. Frage
Risk responses reflect an organization's perceived balance between:

Antwort: C

Begründung:
Section: Volume E
Explanation/Reference:


297. Frage
Requirements documentation will typically contain at least:

Antwort: B

Begründung:
According to the PMBOKGuide, specifically the Collect Requirements process, requirements documentation describes how individual requirements meet the business need for the project. Requirements may start at a high level and become progressively more detailed as more information is known.
* Components of Requirements Documentation: While the format and level of detail vary, typical components include:
* Business requirements: These describe the higher-level needs of the organization as a whole, such as business objectives, business and project rules, and guiding principles.
* Stakeholder requirements: These describe the needs of a stakeholder or stakeholder group, including the stakeholder impact and their specific expectations.
* Solution requirements: These describe features, functions, and characteristics of the product, service, or result. They are further grouped into functional requirements (the behaviors of the product) and non-functional requirements (the environmental conditions or qualities required for the product to be effective).
* Project requirements: These describe the actions, processes, or other conditions the project needs to meet (e.g., milestone dates, contractual obligations, constraints).
* Transition and readiness requirements: These describe temporary capabilities, such as data conversion and training requirements, needed to transition from the current state to the future state.
Comparison with other options:
* A. Staffing requirements: While " transition requirements " are included, " staffing requirements " are typically part of the Resource Management Plan, not the product/project requirements documentation.
* B. Stakeholder register: This is a separate project document that identifies stakeholders and their contact info. It is an input used to find the requirements, but it is not a part of the requirements documentation itself.
* C. Budget requirements and communications requirements: These are components of the Cost Management Plan and Communications Management Plan, respectively. They define how the project will be managed rather than the specific functional or business needs the project must satisfy.


298. Frage
A project manager uses their networking skills to build agreement with a difficult stakeholder. What level of influence did the project manager apply?

Antwort: A

Begründung:
Relationship skills involving the development of extensive networks of people throughout the project manager's spheres of influence. These networks include formal networks such as organizational reporting structures. However, the informal networks that project managers develop, maintain, and nurture are more important. Informal networks include the use of established relationships with individuals such as subject matter experts and influential leaders. Use of these formal and informal networks allows the project manager to engage multiple people in solving problems and navigating the bureaucracies encountered in a project


299. Frage
Which of the following is a narrative description of products, services, or results to be delivered by a project?

Antwort: D

Begründung:
According to the PMBOKGuide (specifically in the context of the Develop Project Charter process), the Project Statement of Work (SOW) is a critical narrative document used to define the boundaries of the project before it is formally authorized.
Definition: The SOW is a narrative description of products, services, or results to be delivered by the project.
For internal projects, the project initiator or sponsor provides the statement of work based on business needs, product, or service requirements. For external projects, the statement of work can be received from the customer as part of a bid document (e.g., a request for proposal, request for information, or as part of a contract).
* Key Components: The SOW typically references:
* Business Need: An organization's business need may be based on a market demand, technological advance, legal requirement, government regulation, or environmental consideration.
* Product Scope Description: Documents the characteristics of the product, service, or results that the project will be undertaken to create.
* Strategic Plan: Documents the organization ' s strategic goals and ensures the project aligns with the corporate mission.
Comparison with other options:
B). Business case: This document provides the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It focuses on the economic feasibility and " why " of the project, rather than a narrative description of the deliverables.
* C. Accepted deliverable: These are products, results, or capabilities produced by a project and validated by the customer or sponsor as meeting their specified acceptance criteria during the Validate Scope process.
* D. Work performance information: This consists of the performance data collected from various controlling processes, analyzed in context and integrated based on relationships across areas. It describes how the project is performing (e.g., status of deliverables), but it is not the initial narrative description of what is to be delivered.


300. Frage
What is the minimum a project schedule must include?

Antwort: B


301. Frage
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