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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1025-Q1030):

NEW QUESTION # 1025
Which of the following documents allows the project manager to assess risks that may require near term action?

Answer: A

Explanation:
Section: Volume D
Explanation:
11.3.2.5 Risk Urgency Assessment
Risks requiring near-term responses may be considered more urgent to address. Indicators of priority may include probability of detecting the risk, time to affect a risk response, symptoms and warning signs, and the risk rating. In some qualitative analyses, the assessment of risk urgency is combined with the risk ranking that is determined from the probability and impact matrix to give a final risk severity rating.


NEW QUESTION # 1026
What risk response strategy involves removing high- risk scope elements from a project?

Answer: D

Explanation:
In accordance with the PMBOKGuide, the Plan Risk Responses process identifies several strategies for dealing with negative risks or threats.
* Avoid: Risk avoidance is a strategy where the project team acts to eliminate the threat or protect the project from its impact. This typically involves changing the project management plan to eliminate the risk entirely. Common examples of avoidance include extending the schedule, changing the strategy, or, as mentioned in the question, reducing or removing scope that is deemed too high-risk for the organization to manage.
* Transfer: This involves shifting the impact and ownership of a threat to a third party (e.g., through insurance, performance bonds, or warranties). It does not eliminate the risk from the project scope; it simply makes another party responsible for the financial consequences.
* Exploit: This is a strategy used for positive risks (opportunities), not threats. It seeks to ensure that the opportunity is realized.
* Accept: This strategy indicates that the project team has decided not to act against a risk. It can be passive (doing nothing) or active (establishing a contingency reserve).
Per PMI standards, when a project manager decides that a specific technical deliverable or scope element is beyond the team ' s risk appetite, the most effective way to " Avoid " that risk is to remove that requirement from the project scope statement.


NEW QUESTION # 1027
Which Control Scope input is compared to actual results to determine if corrective action is required for the project?

Answer: B

Explanation:
According to the PMBOKGuide, the Control Scope process is the process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Scope Baseline: This is the primary input used for comparison. To determine if the project is " on track " or if corrective action is needed, the project manager compares the actual work performed (Work Performance Data) against the Scope Baseline.
* The Baseline Components: The scope baseline includes the Project Scope Statement, the WBS, and the WBS Dictionary. If the work being completed does not align with these three documents, it indicates a variance.
* Variance Analysis: This tool and technique is used to determine the cause and degree of difference between the baseline and actual performance. If the variance is significant (e.g., " scope creep " where unauthorized work is being added), a change request for corrective action must be initiated through the Perform Integrated Change Control process.
Analysis of Other Options:
B). Scope management plan: This document describes how the scope will be defined, developed, monitored, controlled, and validated. It provides the " instructions " for managing scope, but it does not contain the specific " yardstick " (the baseline) used for performance comparison.
* C. Change management plan: This plan defines the process for managing changes across the entire project. While it tells you how to process a corrective action once identified, it is not the document used to identify the need for that action via result comparison.
* D. Cost baseline: This is used in the Control Costs process. While scope and cost are related (the " Triple Constraint " ), you would not use a cost baseline to determine if the scope of the project requires corrective action.


NEW QUESTION # 1028
Which of the following correctly explains the term "progressive elaboration'?

Answer: A

Explanation:
Explanation/Reference:
Explanation:
Progressive Elaboration. The iterative process of increasing the level of detail in a project management plan as greater amounts of information and more accurate estimates become available.


NEW QUESTION # 1029

When would be the most appropriate time to address the issue raised on the iteration review?

Answer: B

Explanation:
The issue raised during the iteration review - concerns about how decisions were made without team involvement - is best addressed in the sprint retrospective. The retrospective is specifically designed to reflect on team processes, improve collaboration, and discuss what went well and what needs to be improved.


NEW QUESTION # 1030
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