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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q711-Q716):

NEW QUESTION # 711
In project management, a temporary project can be:

Answer: C


NEW QUESTION # 712
Deciding the phases of project life cycle would be considered a part of which of these knowledge areas?

Answer: D

Explanation:
Section: Volume E


NEW QUESTION # 713
Which is the correct hierarchy in a project environment, from most to least Inclusive?

Answer: A


NEW QUESTION # 714
The following is a network diagram for a project.

The total float for the project is how many days?

Answer: C

Explanation:
According to the PMBOKGuide (Project Management Body of Knowledge), specifically the Project Schedule Management knowledge area and the Develop Schedule process, calculating the total float requires identifying the Critical Path and comparing it to the other paths in the network diagram.
Identify all possible paths and their durations:
* Path 1: A # B # C # F # G # I
* Calculation: $1 + 4 + 6 + 5 + 7 + 2 = 25$ days
* Path 2: A # B # C # F # H # I
* Calculation: $1 + 4 + 6 + 5 + 3 + 2 = 21$ days
* Path 3: A # D # E # F # G # I
* Calculation: $1 + 2 + 3 + 5 + 7 + 2 = 20$ days
* Path 4: A # D # E # F # H # I
* Calculation: $1 + 2 + 3 + 5 + 3 + 2 = 16$ days
* Determine the Critical Path:
The Critical Path is the longest path through the network. In this case, Path 1 (A-B-C-F-G-I) is the Critical Path with a duration of 25 days. The float on the Critical Path is $0$.
Calculate the Total Float for the project:
In PMI terminology, when a question asks for the " total float for the project " in the context of specific non- critical paths, it is typically referring to the amount of time a specific path can be delayed without delaying the project finish date.
The question asks for the total float of the project (often interpreted as the float of the secondary path or the difference between the longest and shortest paths if phrased generally). However, mathematically, the Total Float for the activities on the " near-critical " path (Path 3) compared to the Critical Path (Path 1) is:
* $Critical Path (25) - Path 3 (20) = 5$ days.
By definition in the Standard for Scheduling, Total Float is the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date. The primary non-critical sequence (starting with A-D-E) has 5 days of flexibility before it impacts the 25-day completion target set by the critical path.


NEW QUESTION # 715
During what project management process does the project manager invest the most effort into creating the work breakdown structure (WBS)?

Answer: C

Explanation:
According to the PMBOKGuide, the Work Breakdown Structure (WBS) is a fundamental tool created within the Project Scope Management knowledge area, specifically during the Create WBS process.
* The Planning Process Group: This group consists of those processes performed to establish the total scope of the effort and define the course of action. Creating the WBS is a core planning activity because it involves decomposing the total scope of work into smaller, more manageable components called work packages.
* Purpose of the WBS: The WBS provides the framework for everything that follows in the planning phase, including cost estimation, scheduling, resource allocation, and risk identification. Without a finalized WBS, a project manager cannot establish an accurate Scope Baseline.
Analysis of other Process Groups:
* Initiating (Option A): This group focuses on the Project Charter and high-level requirements. While the
" what " is defined here, the " how-to-break-it-down " (WBS) does not happen until the project is officially authorized and moves into planning.
* Executing (Option C): This phase involves " doing the work. " The team uses the WBS created during planning to guide their activities, but they do not typically " create " it during this stage.
* Monitoring and Controlling (Option D): This phase involves comparing actual performance against the plan. While the WBS is used here to track progress at the work package level, the effort spent is on tracking, not creating.
Per PMI standards, the WBS is the " heart " of the project plan. It ensures that the project manager and the team have a shared understanding of the project ' s deliverables and the work required to produce them.


NEW QUESTION # 716
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