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The CAPM Certification Exam is a computer-based exam that consists of 150 multiple-choice questions. CAPM exam is designed to test the candidate’s understanding of project management concepts, terminology, and processes. CAPM exam covers topics such as project integration management, project scope management, project time management, project cost management, project quality management, project resource management, project communication management, project risk management, and project procurement management.
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The Project Management Institute (PMI) Certified Associate in Project Management (CAPM) certification exam is a globally recognized qualification that validates the knowledge and skills of individuals in the field of project management. Certified Associate in Project Management (CAPM) certification is highly regarded and is ideal for those who are new to project management or are looking to advance their career in the field. The CAPM Certification Exam is designed to test the individual's knowledge of the principles and practices of project management as outlined in the PMI's Project Management Body of Knowledge (PMBOK).
NEW QUESTION # 867
Which of the following is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen?
Answer: A
NEW QUESTION # 868
An input to the Perform Quantitative Risk Analysis process is the:
Answer: D
Explanation:
Section: Volume D
Explanation:
6.1.3.1 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds.
For example, the schedule management plan can establish the following:
Project schedule model development. The scheduling methodology and the scheduling tool to be used in
the development of the project schedule model are specified.
Level of accuracy. The acceptable range used in determining realistic activity duration estimates is specified
and may include an amount for contingencies.
Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time
measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources.
Organizational procedures links. The WBS (Section 5.4) provides the framework for the schedule
management plan, allowing for consistency with the estimates and resulting schedules.
Project schedule model maintenance. The process used to update the status and record progress of the
project in the schedule model during the execution of the project is defined.
Control thresholds. Variance thresholds for monitoring schedule performance may be specified to indicate
an agreed-upon amount of variation to be allowed before some action needs to be taken. Thresholds are typically expressed as percentage deviations from the parameters established in the baseline plan.
Rules of performance measurement. Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set. For example, the schedule management plan may specify:
○○ Rules for establishing percent complete,
○○ Control accounts at which management of progress and schedule will be measured,
○○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.
Reporting formats. The formats and frequency for the various schedule reports are defined.
Process descriptions. Descriptions of each of the schedule management processes are documented.
Process: 11.4 Perform Quantitative Risk Analysis
Definition: The process of numerically analyzing the effect of identified risks on overall project objectives.
Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Risk register
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Data gathering and representation techniques
2. Quantitative risk analysis and modeling techniques
3. Expert judgment
Outputs
1. Project documents updates
NEW QUESTION # 869
Project management processes are:
Answer: D
Explanation:
Section: Volume E
NEW QUESTION # 870
Which is a tool or technique used in Define Scope?
Answer: C
Explanation:
According to the PMBOKGuide, the Define Scope process is the process of developing a detailed description of the project and product. To do this effectively, the project manager and team must move from high-level requirements to specific technical deliverables.
* Product Analysis: This is a critical tool and technique for projects that have a product as a deliverable (as opposed to a service or result). It includes techniques such as product breakdown, systems analysis, requirements analysis, systems engineering, value engineering, and value analysis.
* Translating Requirements: Product analysis helps the team translate high-level descriptions into meaningful deliverables. It asks questions like: " What are the components of this product? " and " How will it function to meet the customer ' s needs? "
* Scope Definition: By performing product analysis, the team can define the boundaries of the project more clearly, ensuring that all necessary work-and only the necessary work-is included in the Project Scope Statement.
* Integration with Technical Teams: This tool often requires the involvement of subject matter experts (SMEs) who understand the technical specifications required to build the product.
Comparison with other options:
* A. Templates, forms, and standards: These are examples of Organizational Process Assets (OPAs).
While they are used as an input to the Define Scope process to provide a framework, they are not categorized as a " tool or technique " in the PMI methodology.
* B. Change requests: These are a common output of many monitoring and controlling processes. While defining scope might trigger a change to the charter or requirements, it is not a " tool " used to define the scope itself.
* C. Project assumptions: Assumptions are factors that, for planning purposes, are considered to be true, real, or certain without proof. These are documented in the Project Scope Statement (an output) or analyzed as part of a data analysis technique, but " assumptions " themselves are not a tool.
NEW QUESTION # 871
A risk may be graded into different priorities by which process?
Answer: A
NEW QUESTION # 872
......
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