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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1089-Q1094):

NEW QUESTION # 1089
What is the common factor among portfolios, programs, and projects, regardless of the hierarchy within an organization?

Answer: C

Explanation:
According to the PMBOKGuide and the Standard for Portfolio Management, portfolios, programs, and projects are different ways of grouping and managing work to achieve organizational goals. While they differ in their specific objectives and life cycles, they share fundamental environmental and structural elements.
* Resources and Stakeholders: Regardless of whether a manager is overseeing a single project, a group of related projects (program), or a strategic collection of work (portfolio), they must all contend with the management of resources (people, equipment, funding, and materials) and the engagement of stakeholders.
* Resources: All levels of the hierarchy compete for or share the same limited organizational resource pool.
* Stakeholders: Every level has individuals or groups who can influence or be influenced by the work. Managing expectations and relationships is a constant requirement across all tiers.
Analysis of other options:
* Operations and performance (Option B): While performance is measured at all levels, " Operations " are distinct from projects and programs. While portfolios can include operations, projects and programs are by definition temporary, whereas operations are ongoing.
* Subsidiary projects (Option C): This is specific to programs and portfolios. A project does not typically contain " subsidiary projects " (it contains tasks, work packages, or activities).
* Project manager (Option D): A portfolio is managed by a Portfolio Manager, and a program is managed by a Program Manager. While they are all management roles, the specific title of " Project Manager " does not apply to the oversight of the entire hierarchy.
Per PMI standards, the effective management of Resources and Stakeholders is the universal thread that ensures organizational alignment and successful value delivery across the entire PMO structure.


NEW QUESTION # 1090
An organization that is being interviewed online has recently experienced a severe network outage.
Consequently, the organization has stated that it is required to have a working data network.
Which classification should be assigned to data network requirements?

Answer: C


NEW QUESTION # 1091
In an organization with a projectized organizational structure, who controls the project budget?

Answer: A


NEW QUESTION # 1092
A project is in its final stages when a competitor releases a similar product. This could make the project redundant. What should the project manager do next?

Answer: B

Explanation:
According to the PMBOK Guide, specifically regarding the Project Manager ' s Role and Project Integration Management, issues involving the project's continued viability are business-level concerns.
Business Value and Viability: The project manager is responsible for delivering the project ' s outputs, but the Project Sponsor is the owner of the Business Case. When a competitor releases a product that potentially makes the current project redundant, it threatens the project ' s strategic alignment and expected return on investment (ROI).
The Role of the Sponsor: Because the sponsor provides the financial resources and is accountable for the project's business benefits, they are the only ones with the authority to decide whether to continue, pivot, or terminate the project based on the new market reality.
Escalation: This is not a technical project issue that can be handled via a standard change request or risk mitigation plan within the project ' s boundaries. It is a high-level strategic risk that must be escalated immediately so the organization can perform a cost-benefit analysis of finishing the project versus stopping it.
Analysis of other options:
Initiate change control (Option A): Change control is used for modifications to the project scope, schedule, or budget. It is not the appropriate mechanism for deciding the existential fate of a project due to external market shifts.
Address risk mitigation (Option B): Mitigation is done to reduce the impact of a risk. Once the competitor has already released the product, the threat has realized into an issue. You cannot " mitigate " the fact that a competitor ' s product now exists; you must decide if your product still has value.
Initiate project closure (Option D): A project manager does not have the authority to unilaterally close a project because of a competitor ' s move. Closure only happens after the sponsor or a steering committee formally decides to terminate the project.
Per PMI standards, the project manager must ensure the project remains aligned with organizational goals.
When an external event significantly alters the business value, the Project Sponsor must be engaged to re- evaluate the project ' s justification.


NEW QUESTION # 1093
An input of the Plan Procurement Management process is:

Answer: A

Explanation:
Explanation/Reference:
Explanation:
7.2.3.1 Activity Cost Estimates
Activity cost estimates are quantitative assessments of the probable costs required to complete project work. Cost estimates can be presented in summary form or in detail. Costs are estimated for all resources that are applied to the activity cost estimate. This includes, but is not limited to, direct labor, materials, equipment, services, facilities, information technology, and special categories such as cost of financing (including interest charges), an inflation allowance, exchange rates, or a cost contingency reserve. Indirect costs, if they are included in the project estimate, can be included at the activity level or at higher levels.
Process: 12.1 Plan Procurement Management
Definition: The process of documenting project procurement decisions, specifying the approach, and identifying potential sellers.
Key Benefit: The key benefit of this process is that it determines whether to acquire outside support, and if so, what to acquire, how to acquire it, how much is needed, and when to acquire it.
Inputs
1. Project management plan
2. Requirements documentation
3. Risk register
4. Activity resource requirements
5. Project schedule
6. Activity cost estimates
7. Stakeholder register
8. Enterprise environmental factors
9. Organizational process assets
Tools & Techniques
1. Make-or-buy analysis
2. Expert judgment
3. Market research
4. Meetings
Outputs
1. Procurement management plan
2. Procurement statement of work
3. Procurement documents
4. Source selection criteria
5. Make-or-buy decisions
6. Change requests
7. Project documents updates


NEW QUESTION # 1094
......

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