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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q148-Q153):

NEW QUESTION # 148
After an internal deliverable review session with the team, the project manager indicates some issues that need to be fixed before submitting the deliverable for formal approval. The project manager will need to manage the additional costs and the required network. How would the project manager define extra costs?

Answer: D

Explanation:
According to the PMBOKGuide, specifically within the Cost of Quality (COQ) framework, the costs associated with fixing issues discovered before a deliverable is sent to the customer are classified as Internal Failure Costs, which fall under the broader category of the Cost of Nonconformance.
* Cost of Nonconformance: These are the costs incurred because of failures. Because the project manager identified " issues that need to be fixed " during an internal review, the work must be redone. This is commonly referred to as rework.
* Internal Failure Costs: Since the issues were found internally (before the deliverable reached the customer), the extra costs for fixing them and the " additional network " (resource coordination) required represent money spent due to the deliverable not meeting the quality standards the first time.
* Impact on Project: These costs are considered a waste of resources and are typically not planned for in the primary work packages, though they may be covered by contingency reserves.
Why other options are incorrect:
* Option A: Appraisal costs: These are costs associated with measuring, evaluating, or auditing products to ensure they conform to quality standards (e.g., the " review session " itself). The act of checking is an appraisal cost, but the act of fixing the found errors is a nonconformance cost.
* Option B: Management reserves: These are funds set aside for " unknown-unknowns " (unforeseen changes in scope or risks). Internal rework is a quality failure issue, not a reserve category used to define the nature of the cost itself.
* Option D: Cost of conformance: This is money spent during the project to avoid failures. It includes Prevention costs (training, equipment) and Appraisal costs (inspections). Since the failure has already occurred and requires fixing, it is no longer a cost of conformance.


NEW QUESTION # 149
What are the identified risks for doing excessive decomposition in a WBS?

Answer: C


NEW QUESTION # 150
A project reports an earned value (EV) of USS45 for work completed with an actual cost (AC) of US$40.
What is the cost performance index (CPI)?

Answer: D

Explanation:
According to the PMBOKGuide, the Cost Performance Index (CPI) is a measure of the cost efficiency of budgeted resources, expressed as the ratio of earned value to actual cost. It is one of the most critical metrics in Earned Value Management (EVM) for determining if a project is under or over budget.
* The Formula: The formula for calculating CPI is:
$$CPI = \frac{EV}{AC}$$
Where:
* EV (Earned Value): The value of the work actually performed (US$45).
* AC (Actual Cost): The actual cost incurred for the work performed (US$40).
* The Calculation:
$$CPI = \frac{45}{40} = 1.125$$
Rounding to two decimal places, the result is 1.12.
* Interpretation:
* A CPI greater than 1.0 (like 1.12) indicates that the project is under budget or performing better than planned regarding costs. For every dollar spent, the project has earned $1.12 worth of work.
* A CPI equal to 1.0 indicates the project is exactly on budget.
* A CPI less than 1.0 indicates the project is over budget.
Analysis of other options:
* A. 0.88: This would be the result if the calculation were inverted ($AC / EV$ or $40 / 45$), which is incorrect. A value below 1.0 indicates poor cost performance.
* C. 0.58 and D. 1.58: These values do not correspond to the mathematical relationship between the provided EV and AC figures.
Per PMI standards, the CPI is a primary indicator used to forecast the final project cost at completion (Estimate at Completion), making it a vital tool for the Control Costs process.


NEW QUESTION # 151
A required input for Create WBS is a project:

Answer: D


NEW QUESTION # 152
The project team is brainstorming on approaches to deliver the upcoming product launch for which the project has been chartered. The project manager is laying out hybrid, adaptive, iterative methods. What is the team trying to address?

Answer: A

Explanation:
Section: Volume E
Explanation/Reference: https://blog.iil.com/project-management-life-cycles-explained-based-on-the-pmbok-guide-sixth- edition/


NEW QUESTION # 153
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