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| Certification Vendor: | PMI |
|---|---|
| Exam Name: | Certified Associate in Project Management |
| Exam Number: | CAPM |
| Exam Format: | Multiple Choice (Single Answer) |
| Real Exam Qty: | 150 |
| Exam Price: | $435 USD (PMI members) / $495 USD (non-members) |
| Available Languages: | Chinese, Russian, Arabic, German, English, Korean, French, Portuguese, Spanish, Japanese, Italian |
| Related Certifications: | PMP |
| Certificate Validity Period: | 5 years |
| Passing Score: | Scaled score (Passing score varies; approximately 60-70% equivalent) |
| Exam Duration: | 180 minutes |
| Sample Questions: | PMI CAPM Sample Questions |
| Exam Way: | Computer-based testing (CBT) at Pearson VUE test centers worldwide; also available via proctored online proctoring in select locations |
| Pre Condition: | Secondary degree (high school diploma, associate's degree, or global equivalent) with 23 hours of project management education completed before the exam date |
| Official Syllabus URL: | https://www.pmi.org/certifications/certified-associate-pmp |
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Once an individual has passed the CAPM certification exam, they will receive their certification from PMI. Certified Associate in Project Management (CAPM) certification is valid for five years, after which the individual will need to renew their certification. To renew their certification, an individual must earn 15 professional development units (PDUs) in project management education every three years.
The benefits of earning a CAPM certification include increased job opportunities, higher salaries, and a deeper understanding of project management principles and techniques. Certified Associate in Project Management (CAPM) certification also demonstrates an individual's commitment to the project management profession and their willingness to continue their education and professional development.
This spiral-bound study guide helped a lot of CAPM examinees around the world. It contains comprehensive CAPM Exam Prep flashcards with over 350 concepts and terms. Also constructed based on the 6th Edition of the PMBOK Guide, it is authored by Belinda Goodrich, the first woman who has achieved five various PMI validations like the PMP, PMI-SP, PMI-RMP, PgMP, and CAPM. An excellent study tool, it is one of the most well-put study aides today.
This guide has almost a 5-star rating on Amazon and is considered the best book to refer yourself to when it comes to efficient CAPM prep. This guide covers such topics as risk, quality, and resource management and also contains 180 sample questions to practice including some helpful exam tips to clear the CAPM test in one go. In addition, it also aligns with the PMBOK Guide, Sixth Edition, and covers all the changes & updates regarding the CAPM exam.
This is an easy CAPM study guide that helps you understand the key concepts. It includes games, keywords, and easy to read instructions to train you in solving CAPM questions. Also, here, you will find hundreds of questions and a structured 21-day preparation plan to pass the final exam. The author was a significant contributor to the PMBOK Sixth Edition so she wrote this book to help you nail the test on your first attempt. Although such a study guide will not substitute the PMBOK Guide, it will help you better understand concepts and master all the related domains.
This book passed a quality audit and business review and abided by the PMI REP program. It is designed for project managers preparing to acquire their PMI CAPM certification and project managers who want to pass the CAPM exam on the first attempt. The study guide provides quality information to help you in your role as a project manager. It is written by Georgio Daccache, a certified PMP, PMI-ACP, ITIL, Project+ contributor, and a Certified Technical Trainer. It is also based on the PMBOK Guide, Sixth Edition.
NEW QUESTION # 646
The definition of when and how often the risk management processes will be performed throughout the project life cycle is included in which risk management plan component?
Answer: B
Explanation:
Section: Volume A
Explanation:
11.1.3.1 Risk Management Plan
The risk management plan is a component of the project management plan and describes how risk management activities will be structured and performed. The risk management plan includes the following:
Methodology. Defines the approaches, tools, and data sources that will be used to perform risk
management on the project.
Roles and responsibilities. Defines the lead, support, and risk management team members for each type
of activity in the risk management plan, and clarifes their responsibilities.
Budgeting. Estimates funds needed, based on assigned resources, for inclusion in the cost baseline and
establishes protocols for application of contingency and management reserves.
Timing. Defines when and how often the risk management processes will be performed throughout the
project life cycle, establishes protocols for application of schedule contingency reserves, and establishes risk management activities for inclusion in the project schedule.
NEW QUESTION # 647
The project budget is set at $150,000. The project duration is planned to be one year. At the completion of Week 16 of the project, the following information is collected: Actual cost = $50,000, Plan cost = $45,000, Earned value = $40,000. What is the cost performance index?
Answer: B
Explanation:
Section: Volume E
Explanation:
CPI = EV / AC
NEW QUESTION # 648
Which three of the following interpersonal skills does a project manager rely on when developing the project management plan? (Choose three)
Answer: A,C,E
Explanation:
According to the PMBOKGuide, the process of Develop Project Management Plan requires the integration of various subsidiary plans and baselines. Because this process involves high-level coordination and negotiation among diverse stakeholders, the project manager must rely heavily on Interpersonal and Team Skills.
* Why Choices B, C, and D are correct:
* B (Facilitation): This is the ability to guide a group to a successful decision, solution, or conclusion. In developing the project plan, the PM facilitates sessions to ensure that the team and stakeholders reach a consensus on the project's approach and objectives.
* C (Meeting Management): The project management plan is often built through a series of planning meetings. Effective meeting management (preparing agendas, ensuring the right people are present, and following up on actions) is essential to keep the planning process on track and prevent " analysis paralysis. "
* D (Conflict Management): Stakeholders often have competing interests (e.g., Finance wants low costs, while Operations wants high-quality features). The PM must use conflict management techniques to resolve these differences and create a cohesive, realistic plan that all parties can support.
Analysis of other options:
* A (Focus groups): This is categorized as a Data Gathering technique, not an interpersonal skill. It is used to bring together stakeholders or SMEs to learn about their expectations, but it is a research method rather than a soft skill.
* E (Interviews): Similar to focus groups, interviews are a Data Gathering technique. While they require communication skills, in the context of the PMBOKtools and techniques, they are classified as a method for obtaining information rather than a core interpersonal skill used to develop the integrated plan.
Key Concept: The Project Management Institute (PMI) emphasizes that a Project Manager ' s " Power Skills " are what turn a collection of data into a functional plan. Facilitation, Meeting Management, and Conflict Management (Choices B, C, and D) are the tools that allow a PM to manage the human element of project planning, ensuring that the resulting Project Management Plan is both technically sound and socially accepted by the organization.
NEW QUESTION # 649
When developing the project schedule, a project manager uses decomposition and rolling wave planning techniques in this process.
Answer: C
Explanation:
According to the PMBOKGuide, the Define Activities process is the stage where the project manager identifies and documents the specific actions to be performed to produce the project deliverables. To do this effectively, two primary techniques are utilized:
Decomposition: This is the same technique used in " Create WBS, " but with a different level of granularity.
In this process, the Work Packages (the lowest level of the WBS) are further subdivided into Activities. While a work package is a deliverable, an activity is the actual work required to create that deliverable.
* Rolling Wave Planning: This is a form of progressive elaboration. It is used when the project team cannot define the work in detail for the entire project duration.
* Work to be performed in the near term is planned in detail.
* Work further in the future is planned at a higher level (often as Planning Packages).
* As the project progresses and more information becomes available, the planning packages are decomposed into detailed activities.
* The Output: The primary outputs of this process are the Activity List, Activity Attributes, and the Milestone List.
Analysis of Other Options:
A). Develop Schedule: This process involves analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. While it uses the results of decomposition, it does not perform the decomposition itself.
* C. Define Scope: This process involves developing a detailed description of the project and product.
The technique used here is Product Analysis and Alternatives Generation, leading to the Project Scope Statement.
* D. Collect Requirements: This process focuses on determining, documenting, and managing stakeholder needs. Techniques include Interviews, Focus Groups, and Questionnaires. It occurs before the work is decomposed into activities.
NEW QUESTION # 650
Which input to the Identify Stakeholders process provides information about internal or external parties related to the project?
Answer: B
Explanation:
Section: Volume A
Explanation:
Process: 13.1 Identify Stakeholders
Definition: The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success.
Key Benefit: The key benefit of this process is that it allows the project manager to identify the appropriate focus for each stakeholder or group of stakeholders.
Inputs
* Project charter
* Procurement documents
* Enterprise environmental factors
* Organizational process assets
Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings
Outputs
1. Stakeholder register
NEW QUESTION # 651
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