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| Certification Vendor: | PMI (Project Management Institute) |
|---|---|
| Exam Name: | PMI Certified Associate in Project Management (CAPM) Exam |
| Exam Number: | CAPM |
| Passing Score: | Determined by psychometric analysis, not publicly disclosed |
| Available Languages: | Brazilian Portuguese, Arabic, Japanese, French, German, English, Chinese (Simplified), Italian, Korean, Chinese (Traditional), Spanish |
| Certificate Validity Period: | 3 years |
| Exam Format: | Fill-in-the-blank, Multiple choice, Matching, Multiple response, Hotspot |
| Related Certifications: | PMI Agile Certified Practitioner (PMI-ACP) Project Management Professional (PMP) |
| Exam Duration: | 180 minutes |
| Real Exam Qty: | 150 (135 scored, 15 unscored pretest items) |
| Exam Price: | USD 225 (PMI members), USD 300 (non-members) |
| Recommended Training: | PMI Official CAPM Exam Prep Course |
| Exam Registration: | PMI Official Registration Pearson VUE Scheduling |
| Sample Questions: | PMI CAPM Sample Questions |
| Exam Way: | Computer-based; available at Pearson VUE test centers or online proctored |
| Pre Condition: | Secondary degree (high school diploma or equivalent); 23 hours of formal project management education completed before application |
| Official Syllabus URL: | https://www.pmi.org/certifications/certified-associate-capm |
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Die PMI CAPM (Certified Associate in Project Management) ist eine Zertifizierungsprüfung, die vom Project Management Institute (PMI) angeboten wird und das Wissen und Verständnis von Projektmanagement-Prinzipien und -Praktiken eines Einzelnen validiert. Die CAPM-Zertifizierung ist für Personen konzipiert, die neu im Projektmanagement sind und ihr Grundlagenwissen auf diesem Gebiet etablieren möchten. Das Bestehen der CAPM-Prüfung zeigt das Engagement für berufliche Entwicklung und den Wunsch, sich im Bereich des Projektmanagements weiterzuentwickeln.
324. Frage
What is the schedule performance index (SPI) using the following data?
BAC = $100,000
PV = $50,000
AC = $80,000
EV = $40,000
Antwort: C
325. Frage
At the start of a typical project life cycle, costs are:
Antwort: B
Begründung:
According to the PMBOKGuide (Project Management Body of Knowledge), specifically within the section detailing Project Life Cycle and Organization:
* Cost and Staffing Levels (Option A): This is the standard characteristic of a typical project life cycle. At the start of a project (Starting the Project phase), costs and staffing levels are relatively low. As the project moves into the middle phase (Organizing and Preparing / Carrying out the Work), costs and staffing levels peak due to the high volume of resource consumption and execution activities. Finally, as the project nears the end (Closing the Project), these levels drop significantly as deliverables are transitioned and resources are released.
* Option B: This incorrectly suggests that costs increase at the end. While " Closing " has associated costs, it is significantly lower than the " Carrying out the work " phase.
* Option C and D: These options incorrectly suggest that costs are high at the start. While risk and uncertainty are at their highest at the start, the actual expenditure of capital and human resources is typically minimal compared to the execution phase.
In the PMI framework, understanding the generic life cycle structure allows the Project Manager to plan for resource allocation and cash flow requirements. It highlights that the greatest opportunity for stakeholders to influence the final characteristics of the project ' s product (without significantly impacting cost) is at the start, as the cost of changes increases dramatically as the project nears completion.
326. Frage
During which process group is the quality policy determined?
Antwort: B
Begründung:
According to the PMBOKGuide, the quality policy is primarily addressed and integrated into the project during the Planning Process Group, specifically within the Plan Quality Management process.
Definition of Quality Policy: The quality policy is the formal statement by top management of an organization
' s commitment to quality. it provides the overall intentions and direction of the performing organization regarding quality.
* Role in Planning: During the Plan Quality Management process, the project management team identifies the quality requirements and/or standards for the project and its deliverables, and documents how the project will demonstrate compliance with these standards.
* Organizational Process Assets (OPAs): In many cases, the quality policy is an input to the planning process, provided by the performing organization. However, if the performing organization lacks a formal quality policy, or if the project involves multiple performing organizations (like a joint venture), the project management team must develop a quality policy for the project during the planning phase.
* Output Consistency: The quality policy serves as the foundation for the Quality Management Plan, which is a key output of the planning process and a component of the Project Management Plan.
Comparison with other options:
A). Initiating: The Initiating Process Group focuses on defining a new project or a new phase by obtaining authorization (Project Charter). While high-level goals are set here, specific policies like quality are detailed during planning.
* B. Executing: The Executing Process Group (specifically Manage Quality) is where the quality policy is implemented and turned into actionable quality activities. It is not where the policy is determined.
* D. Controlling: The Monitoring and Controlling Process Group (specifically Control Quality) is where the results of executing the quality activities are monitored and recorded to assess performance and recommend necessary changes. It ensures the policy is being followed, rather than defining it.
327. Frage
What is both an input and output of the Control Quality process and is updated as a result of this process?
Antwort: D
Begründung:
Section: Volume E
328. Frage
A business manager wants to start a project to launch a new product. How should the manager initiate the project?
Antwort: D
Begründung:
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.
329. Frage
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