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The CAPM Exam is a rigorous test that covers project management concepts, tools, and techniques. It consists of 150 multiple-choice questions that must be completed within three hours. CAPM exam covers five process groups: initiating, planning, executing, monitoring and controlling, and closing. It also covers ten knowledge areas: project integration management, project scope management, project schedule management, project cost management, project quality management, project resource management, project communications management, project risk management, project procurement management, and project stakeholder management.
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To be eligible for the CAPM certification exam, candidates must have a secondary degree (high school diploma, associate’s degree, or the global equivalent) and either 1,500 hours of project experience or 23 hours of project management education. Candidates who pass the exam will earn the CAPM Certification, which is valid for five years. To maintain their certification, they must earn 15 professional development units (PDUs) each year.
NEW QUESTION # 359
Tools and techniques used in Direct and Manage Project Work include:
Answer: B
Explanation:
Section: Volume B
Explanation:
4.3.2.3 Meetings
Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees at the meetings may include the project manager, the project team and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate participation. Meetings tend to be one of three types:
Information exchange;
Brainstorming, option evaluation, or design; or
Decision making.
Meeting types should not be mixed as a best practice. Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should be appropriately documented with meeting minutes and action items. Meeting minutes should be stored as defined in the project management plan. Meetings are most effective when all participants can be face-to-face in the same location. Virtual meetings can be held using audio and/or video conferencing tools, but generally require additional preparation and organization to achieve the same effectiveness of a face-to-face meeting.
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
Process: 4.3. Direct and Manage Project Work
Definition: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Key Benefit: The key benefit of this process is that it provides overall management of the project work.
Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Project management information system
3. Meetings
Outputs
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates
NEW QUESTION # 360
A business manager wants to start a project to launch a new product. How should the manager initiate the project?
Answer: A
Explanation:
According to the PMBOKGuide, specifically the Develop Project Charter process and the Initiating Process Group, a project should not begin in a vacuum. It must be preceded by a formal evaluation of its necessity and feasibility.
* The Business Case: Before a project is officially authorized, a Business Case is developed. This document provides the economic feasibility study and the justification for the project. It outlines the project objectives, the required investment, and the success criteria (how the organization will measure if the project was worth the effort).
* Foundation for the Charter: The business case is a critical input to the Project Charter. It ensures that the project aligns with the organization ' s strategic goals. Without a business case, the organization risks spending resources on a product that may not have a market or a positive Return on Investment (ROI).
* Defining Success: By documenting success criteria during the initiation phase, the business manager ensures that all stakeholders have a shared understanding of what the " new product launch " is intended to achieve, whether that is market share, revenue targets, or brand expansion.
Analysis of other options:
* Option A: Producing a prototype is a technical activity that usually occurs during the Planning or Execution phases (or during a " Spike " in Agile). It is too early to build a prototype before the project has been formally justified and authorized.
* Option B: While a Project Manager will eventually document the scope, the Project Scope Statement is a result of the Planning process. A project must be initiated (authorized) before detailed scope documentation begins.
* Option D: Discussing alternative products and requirements is part of market research or the " Collect Requirements " process. While important, it does not constitute the formal initiation of a project.
Formal initiation requires the documentation of the business need and the authorization to proceed.
Per PMI standards, the formal initiation of a project begins with the creation of a Business Case to ensure strategic alignment and to provide the justification needed to move forward with a Project Charter.
NEW QUESTION # 361
A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?
Answer: D
Explanation:
Section: Volume A
Explanation:
11.2.2.6 SWOT Analysis
This technique examines the project from each of the strengths, weaknesses, opportunities, and threats (SWOT) perspectives to increase the breadth of identified risks by including internally generated risks. The technique starts with identification of strengths and weaknesses of the organization, focusing on either the project, organization, or the business area in general. SWOT analysis then identifies any opportunities for the project that arise from organizational strengths, and any threats arising from organizational weaknesses. The analysis also examines the degree to which organizational strengths offset threats, as well as identifying opportunities that may serve to overcome weaknesses.
Process: 11.2 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics.
Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10.Project documents
11.Procurement documents
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
Outputs
1. Risk register
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure for
describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the Identify
Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
NEW QUESTION # 362
The following is a network diagram for a project.
The critical path for the project is how many days in duration?
Answer: A
Explanation:
According to the PMBOKGuide (Project Management Body of Knowledge), specifically the Project Schedule Management knowledge area, the Critical Path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration.
To find the duration of the critical path for the provided diagram, we must calculate the sum of the durations for every possible path from START to END:
Path 1: A # B # D # G
* Calculation: $1 + 3 + 6 + 4 = 14$ days.
* Path 2: A # B # E # G
* Calculation: $1 + 3 + 2 + 4 = 10$ days.
* Path 3: A # C # E # G
* Calculation: $1 + 7 + 2 + 4 = 14$ days.
* Path 4: A # C # F # G
* Calculation: $1 + 7 + 5 + 4 = 17$ days.
Conclusion:
Comparing the totals (14, 10, 14, and 17), the longest duration is 17 days. Therefore, the sequence A-C-F-G is the Critical Path.
In PMI standards, activities on this path have zero total float. Any delay in an activity on the critical path (such as Activity C or F) will result in a direct delay to the project completion date.
NEW QUESTION # 363 
After a project meeting, Joe (project manager) finds out that some of the resources are not 100% committed to his project and this is causing delays in some project activities. What Joe should do next to resolve this issue?
Answer: D
NEW QUESTION # 364
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