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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1007-Q1012):

NEW QUESTION # 1007
High-level project risks are included in which document?

Answer: D


NEW QUESTION # 1008
At which point of the project is the uncertainty the highest and the risk of failing the greatest?

Answer: C


NEW QUESTION # 1009
Which of the following lists represents the outputs of the Monitor Communications process?

Answer: D

Explanation:
According to the PMBOKGuide (6th Edition), the Monitor Communications process is the process of ensuring the information needs of the project and its stakeholders are met. This process is part of the Monitoring and Controlling process group.
The outputs of this process are standardized to reflect the transition of raw data into actionable information and the resulting adjustments needed for the project. The specific outputs are:
* Work Performance Information (WPI): This compares the actual communications that have taken place against the planned communications. it includes performance indicators such as how stakeholders are responding to the communication.
* Change Requests: If the monitoring process reveals that the communication is not effective, change requests are generated to adjust the Communication Management Plan or other project processes.
* Project Management Plan Updates: Specifically, the Communications Management Plan and the Stakeholder Engagement Plan may need to be updated based on what was learned during monitoring.
* Project Documents Updates: Documents like the Issue Log, Lessons Learned Register, and Stakeholder Register are frequently updated as a result of this process.
Analysis of Distractors:
* A: " Project communications " is an Output of the Manage Communications process (the execution phase), not Monitor Communications.
* C: The " Communications management plan " is the primary Output of the Plan Communications Management process. While it can be updated in Monitor Communications, it is not a new output created here. " Work performance reports " are an Input to Monitor Communications, not an output.
* D: The " Stakeholder engagement plan " is an Output of the Plan Stakeholder Engagement process.
While it is listed as an update, the absence of " Work performance information " makes this list incomplete compared to Option B.


NEW QUESTION # 1010
To please the customer, a project team member delivers a requirement which is uncontrolled. This is not part of the plan. This describes:

Answer: B


NEW QUESTION # 1011
Which schedule compression technique has phases or activities done in parallel that would normally have been done sequentially?

Answer: C

Explanation:
According to the PMBOKGuide, specifically within the Develop Schedule process, Fast Tracking is a schedule compression technique used to shorten the project duration without reducing the project scope.
* Mechanism: Fast tracking involves taking activities or phases that were originally planned to be performed in sequence (one after the other) and performing them in parallel for at least a portion of their duration.
* Example: Starting the construction of a building ' s foundation before the final detailed architectural drawings for the upper floors are 100% complete.
* Risk vs. Cost:
* Unlike crashing, fast tracking typically does not result in increased costs because it doesn ' t necessarily require more resources.
* However, it significantly increases risk and can lead to rework. If the activities being done in parallel are dependent on one another, a change in the first activity may require the second (already started) activity to be redone.
* Critical Path: This technique is only effective if it is applied to activities on the critical path. Shortening non-critical activities will not reduce the overall project duration.
Analysis of other choices:
* Choice A (Crashing): This is another schedule compression technique, but it works by adding resources to critical path activities to shorten their duration. This almost always results in increased costs (e.g., overtime, additional staff) but does not necessarily involve changing the sequence of work to be parallel.
* Choice C (Leads and lags adjustment): While adjusting leads (advancing a successor) or lags (delaying a successor) can influence the schedule, it is a tool used during the Sequence Activities or Develop Schedule process to refine relationships. It is not the formal definition of the compression technique that puts sequential phases into parallel.
* Choice D (Parallel task development): This is a descriptive phrase for what is happening, but it is not a formal PMI term or recognized " Schedule Compression Technique " in the PMBOKGuide.


NEW QUESTION # 1012
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