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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1135-Q1140):

NEW QUESTION # 1135
What is the critical chain method?

Answer: C

Explanation:
Section: Volume E
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.


NEW QUESTION # 1136
Change requests are processed for review and disposition according to which process?

Answer: D


NEW QUESTION # 1137
Conditions that are not under the control of the project team that influence, direct, or constrain a project are called:

Answer: D

Explanation:
Section: Volume A
Explanation:
2.1.5 Enterprise Environmental Factors
Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes, may enhance or constrain project management options, and may have a positive or negative influence on the outcome.
Enterprise environmental factors vary widely in type or nature. Enterprise environmental factors include, but are not limited to:
Organizational culture, structure, and governance;

Geographic distribution of facilities and resources;

Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product standards,

quality standards, and workmanship standards);
Infrastructure (e.g., existing facilities and capital equipment);

Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal,

contracting, and purchasing);
Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and training

records, reward and overtime policy, and time tracking);
Company work authorization systems;

Marketplace conditions;

Stakeholder risk tolerances;

Political climate;

Organization's established communications channels;

Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk

databases); and
Project management information system (e.g., an automated tool, such as a scheduling software tool, a

configuration management system, and
Project management information system (e.g., an automated tool, such as a scheduling software tool, a

configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).


NEW QUESTION # 1138
Which process involves the creation of a document that provides the project manager with the authority to apply resources to a project?

Answer: D

Explanation:
According to the PMBOKGuide, the Develop Project Charter process is the process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
* Authority and Empowerment: Without a signed Project Charter, a project manager may exist in name, but they do not have the formal power to utilize company funds, staff, or equipment. The charter establishes a partnership between the performing and requesting organizations.
* The Project Sponsor: The charter is typically issued by a project initiator or sponsor who is at a level appropriate to procure funding and commit resources to the project.
* Key Benefits: The key benefits of this process are that it provides a direct link between the project and the strategic objectives of the organization, creates a formal record of the project, and shows the organizational commitment to the project.
Comparison with other options:
* A. Define Activities: This is a planning process in Schedule Management that identifies the specific actions to be performed to produce project deliverables. It assumes the project is already authorized.
* B. Direct and Manage Project Work: This is an execution process. It is the act of using the authority and resources provided by the charter to perform the work, but it is not the process that grants that authority.
* C. Develop Project Management Plan: This process defines, prepares, and coordinates all plan components. While it guides how resources are managed, the fundamental authority to even begin this planning process comes from the Project Charter.


NEW QUESTION # 1139
Which of the following lists represents the outputs of the Monitor Communications process?

Answer: D

Explanation:
Section: Volume E
Explanation/Reference: https://4squareviews.com/2018/07/08/6th-edition-pmbok-guide-process-10-3-monitor- communications-outputs/


NEW QUESTION # 1140
......

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