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PMI CAPM Exam Syllabus Topics:

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

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q624-Q629):

NEW QUESTION # 624
A software project has completed the first iteration, and the testing manager noted that some features were not incorporated and would not approve the software. The business unit manager who will use the software is satisfied with the software and wants to start the rollout.
What should the project manager do?

Answer: B


NEW QUESTION # 625
What does 'verified' in verified deliverable represent?

Answer: D

Explanation:
According to the PMBOKGuide, a Verified Deliverable is a specific output of the Control Quality process.
The term " verified " refers to the internal technical assessment of the work performed by the project team.
* Internal Validation: Verification is the process of evaluating a product, service, or result to determine whether it complies with the quality requirements and specifications. It is essentially an internal check to ensure the correctness of the work.
* Prevention of Errors: The goal of creating verified deliverables is to ensure that any defects or nonconformities are identified and corrected internally before the deliverable is presented to the customer or sponsor.
* The Path to Acceptance: A verified deliverable is a mandatory input for the Validate Scope process.
Only after a deliverable is verified (internally checked for correctness) can it be submitted for formal customer acceptance.
Why other options are incorrect:
* Option B: The completeness of a deliverable: While a deliverable must be complete to be verified, " completeness " is only one aspect of quality. Verification focuses specifically on whether the item was built correctly according to the standards.
* Option C: The deliverable requirements: Requirements are the criteria used to perform the verification, but they do not define what the " verified " status itself represents.
* Option D: The customer acceptance of a deliverable: This is a common point of confusion. Customer acceptance results in an Accepted Deliverable, which occurs during the Validate Scope process.
Verification happens before acceptance and is performed by the project team/Quality department, not the customer.


NEW QUESTION # 626
Which sentence summarizes the salience model?

Answer: A

Explanation:
According to the PMBOKGuide, specifically the Identify Stakeholders process, the Salience Model is a data representation technique used to classify stakeholders by prioritizing them based on three specific attributes.
* Power, Urgency, and Legitimacy (Choice A): This is the definitive summary of the Salience Model. It describes classes of stakeholders based on:
* Power: The level of authority or ability to influence the project outcome.
* Legitimacy: The perceived validity or appropriateness of the stakeholder's involvement.
* Urgency: The degree to which the stakeholder's claims require immediate attention.
* Power and Influence (Choice B): This describes a Power/Influence Grid, which is a two-dimensional matrix. While similar in purpose, it is not the Salience Model.
* Three-dimensional Model (Choice C): This refers to the Stakeholder Cube, which is a refinement of the grid models into a 3D visual to better represent the stakeholder community. While the Salience Model uses three attributes, it is typically represented as a Venn diagram rather than a " three-dimensional cube. "
* Impact of Work (Choice D): This is not a formal PMI classification model for stakeholders. Stakeholder identification focuses on how they affect the project or are affected by it, rather than just the impact of their " work. " The Salience Model is particularly useful for large, complex projects or projects with a vast number of stakeholders, as it helps the project manager identify " definitive " stakeholders (those who possess all three traits) who must be managed most closely.


NEW QUESTION # 627
What organizational process asset (OPA) can impact a project?

Answer: B

Explanation:
According to the PMBOKGuide, internal factors that influence a project are divided into Organizational Process Assets (OPAs) and Enterprise Environmental Factors (EEFs).
* Organizational Process Assets (OPAs): These are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They are internal to the organization and include things that have been learned or created from previous projects.
* Preapproved Supplier Lists: This is a classic example of an OPA. It is a part of the " Processes, Policies, and Procedures " category. Using a preapproved list saves the project team time because the organization has already vetted these vendors for quality, reliability, and financial stability.
* Impact on Project: OPAs provide a shortcut for the project manager. Instead of starting from scratch to find vendors or create templates, the PM can leverage existing organizational knowledge to increase efficiency and maintain consistency with corporate standards.
Why other options are incorrect:
* Option A: Marketplace conditions: This is an Enterprise Environmental Factor (EEF). It is an external factor (such as competitor performance or economic climate) that the project team cannot control but must work within.
* Option C: Physical environmental elements: These are EEFs. Factors like working conditions, weather, or geographic constraints are external to the project ' s management processes.
* Option D: Legal restrictions: These are EEFs. Laws, regulations, and safety standards are external constraints imposed on the project by governing bodies or the environment in which the organization operates.


NEW QUESTION # 628
Which process group contains the processes performed to finalize all activities?

Answer: D

Explanation:
Section: Volume E
Explanation:
* Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.


NEW QUESTION # 629
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