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There are 13 main subject areas covered in the CAPM certification exam. The candidates are strongly recommended to develop a good understanding of all these topics before attempting the test. The highlights of these domains are provided below:
- Management of Project Integration (9%)
The first subsection of the fourth section of the PMI CAPM exam focuses on managing the individuals’ knowledge areas in project integration by understanding 7 processes in project management. They are further discussed in the next section covering the tools, techniques, inputs, and outputs within the processes. The next subtopic features a project manager’s role in the management of project integration and the purpose of managing project integration. The fourth subdomain concentrates on identifying the concepts and procedures with relation to the management of project change. In the fifth subtheme, the candidates should demonstrate that they are capable of recognizing key documents and identifying tailoring conditions for managing project integration. The sixth part is all about the knowledge management and project integration methods.
- Management of Project Risk (8%)
The eleventh subject area addresses 7 processes in project management in the knowledge area of project risk management, including the techniques, tools, inputs, and outputs in the mentioned processes, and key documents in the management of project risks. Other subtopics tackle performing calculations of simple risks and knowing when there is risk-based adjustment demand as a result of the project environment and how this happens.
- Management of Project Costs (8%)
The areas addressed in the seventh module are 4 processes in project management. This also captures management of project cost, techniques, tools, inputs, and outputs in the processes mentioned, key concepts, methods in earned value, as well as basic forecasting in management of project cost.
- Project Environment (6%)
The second topic covers the identification of the assets and functions that can have an impact on the outcomes of a project. The next subsection focuses on distinguishing different organizational systems. This is followed by a comprehensive understanding of the purposes and activities of the PMO (Project Management Office). The last subtopic involves recognizing the hierarchy of portfolios, projects, and programs.
- Project Management Introduction (6%)
In the first domain of the CAPM certification exam, there are four subsections. The first one is about your understanding of 5 process groups in project management and processes in each group. The second area covers recognizing relationships among operational management, program, portfolio, and project. In the third section, the lifecycle of a project is comprehensively defined. The last part addresses one’s understanding of the importance & functions of tailoring in different projects.
- Management of Project Quality (7%)
This section deals with 6 processes in project management in the knowledge area of project quality management, including resources and techniques, tools, inputs, and outputs in the processes, trends, and key concepts in the management of project resources. Other aspects concerned include developing teams, resolving problems that are resource-related, managing conflicts, as well as components in the management plan for resources and techniques used to represent data when project resources are being managed.
NEW QUESTION 497
What tool should a project manager use to efficiently manage project resources?
- A. List of project resources
- B. Resource requirements
- C. Resource breakdown structure
- D. Resources detailed in the project scope
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 498
An input to the Perform Quantitative Risk Analysis process is the:
- A. schedule management plan.
- B. communications management plan.
- C. quality management plan.
- D. project management plan.
Answer: A
Explanation:
Explanation/Reference:
Explanation:
6.1.3.1 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds.
For example, the schedule management plan can establish the following:
Project schedule model development. The scheduling methodology and the scheduling tool to be
used in the development of the project schedule model are specified.
Level of accuracy. The acceptable range used in determining realistic activity duration estimates is
specified and may include an amount for contingencies.
Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time
measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources.
Organizational procedures links. The WBS (Section 5.4) provides the framework for the schedule
management plan, allowing for consistency with the estimates and resulting schedules.
Project schedule model maintenance. The process used to update the status and record progress of
the project in the schedule model during the execution of the project is defined.
Control thresholds. Variance thresholds for monitoring schedule performance may be specified to
indicate an agreed-upon amount of variation to be allowed before some action needs to be taken.
Thresholds are typically expressed as percentage deviations from the parameters established in the baseline plan.
Rules of performance measurement. Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set. For example, the schedule management plan may specify:
○○ Rules for establishing percent complete,
○○ Control accounts at which management of progress and schedule will be measured,
○○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.
Reporting formats. The formats and frequency for the various schedule reports are defined.
Process descriptions. Descriptions of each of the schedule management processes are documented.
Process: 11.4 Perform Quantitative Risk Analysis
Definition: The process of numerically analyzing the effect of identified risks on overall project objectives.
Key Benefit: The key benefit of this process is that it produces quantitative risk information to support decision making in order to reduce project uncertainty.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Risk register
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Data gathering and representation techniques
2. Quantitative risk analysis and modeling techniques
3. Expert judgment
Outputs
1. Project documents updates
NEW QUESTION 499
What is a tool to improve team performance?
- A. Performance reports
- B. Co-location
- C. Staffing plan
- D. External feedback
Answer: B
NEW QUESTION 500
What is the schedule performance index (SPI) using the following data? BAC = $100,000 PV = $50,000 AC = $80,000 EV = $40,000
- A. 0
- B. 0.5
- C. 0.8
- D. 0.4
Answer: C
NEW QUESTION 501
A risk may be graded into different priorities by which process?
- A. Qualitative risk analysis
- B. Risk response planning
- C. Quantitative risk analysis
- D. Risk monitoring and controlling
Answer: A
NEW QUESTION 502
The CPI is .92, and the EV is US$172,500.What is the actual cost of the project?
- A. US$187,500
- B. US$172,500
- C. US$245,600
- D. US$158,700
Answer: A
Explanation:
Explanation/Reference:
Explanation:
CPI = budgeted cost of work performed (BCWP) / actual cost of work performed (ACWP) US$172,500 / US$187,500 = 0.92
NEW QUESTION 503
What is the most accurate rough order of magnitude (ROM)?
- A. In the Planning phase, the estimate is in the range of +/- 50%.
- B. In the Closing phase, the estimate is in the range of +/- 15%.
- C. In the Monitoring and Controlling phase, the estimate is in the range of +/- 15%.
- D. In the Initiation phase, the estimate is in the range of +/- 50%.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
A rough order of magnitude (ROM) estimate is the least accurate estimate. A Guide to the Project Management Body of Knowledge (The PMBOK® Guide), 5th Edition gives the guidelines that ROMs are -
50% to +50% accurate, the PMBOK Guide 5th Edition gives the guidelines that ROMs are -25% to +75% accurate, or potentially even larger. It should be noted that stated percentages are not the main takeaway are not likely specifically tested on; it is more the concept and idea that ROMs are a rough estimate, are used early in the project when info is limited, and are hence the least accurate.
NEW QUESTION 504
Scope, schedule, and cost parameters are integrated in the:
- A. Analysis of project forecasts.
- B. Analysis of past performance.
- C. Performance measurement baseline.
- D. Summary of changes approved in a period.
Answer: C
Explanation:
Section: Volume A
Explanation:
Performance Measurement Baseline (PMB). An approved, integrated scope-schedule-cost plan for the project work against which project execution is compared to measure and manage performance. The PMB includes contingency reserve, but excludes management reserve.
NEW QUESTION 505
Which type of contract gives both the seller and the buyer flexibility to deviate from performance with financial incentives?
- A. Cost Plus Incentive Fee (CPIF)
- B. Cost Pius Award Fee (CPAF)
- C. Time and Material (T&M)
- D. Fixed Price Incentive Fee (FPIF)
Answer: D
NEW QUESTION 506
Which of the following is contained within the communications management plan?
- A. Glossary of common terminology
- B. An organizational chart
- C. Organizational process assets
- D. Enterprise environmental factors
Answer: A
NEW QUESTION 507
Project management processes ensure the:
- A. effective flow of the project throughout its life cycle
- B. performance of the project team
- C. alignment with organizational strategy
- D. efficient means to achieve the project objectives
Answer: A
NEW QUESTION 508
A project team of telecommuters located in three different time zones regularly misses project deadlines. Daily meetings often start and end with the same person talking and the rest of the team listening. The project manager determines that communication among team members must be addressed.
What communication step is missing from the daily meetings?
- A. Pull communication
- B. Feedback/response communication
- C. Push communication
- D. Interpersonal communication
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 509
A project manager builds consensus and overcomes obstacles by employing which communication technique?
- A. Facilitation
- B. Presentation
- C. Listening
- D. Meeting management
Answer: A
Explanation:
Section: Volume A
Explanation:
Definitions:
Meeting management techniques. Preparing an agenda and dealing with conflicts.
Presentation techniques. Awareness of the impact of body language and design of visual aids.
Facilitation techniques. Building consensus and overcoming obstacles.
Listening techniques. Listening actively (acknowledging, clarifying, and confirming understanding) and
removal of barriers that adversely affect comprehension.
Page 299
NEW QUESTION 510
As part of a mid-project evaluation, the project sponsor has asked for a forecast of the total project cost.
What should be used to calculate the forecast?
- A. WBS
- B. BAC
- C. EAC
- D. ETC
Answer: C
NEW QUESTION 511
The purpose of developing a project scope management plan is to:
- A. Ensure that the project includes all of the work required.
- B. Reduce the risk of negative events in the project.
- C. Manage the timely completion of the project.
- D. Make sure the project will satisfy the needs for which it was begun.
Answer: A
Explanation:
Section: Volume B
Explanation/Reference:
NEW QUESTION 512
The project scope statement and resource calendars are inputs to which Project Time Management process?
- A. Develop Schedule
- B. Sequence Activities
- C. Estimate Activity Resources
- D. Control Schedule
Answer: A
NEW QUESTION 513
Which of the following is a schedule network analysis technique that takes limited resources into account?
- A. Lead and lag adjustment
- B. Critical path method
- C. Network reserve analysis
- D. Critical chain method
Answer: D
NEW QUESTION 514
An output of the Create WBS process is:
- A. Scope baseline.
- B. Variance analysis.
- C. Accepted deliverables.
- D. Change requests.
Answer: A
NEW QUESTION 515
In the Initiating Process Group, at what point does the project become officially authorized?
- A. When all the stakeholders agree on the scope of the project
- B. When the necessary finance or funding is obtained
- C. When the project charter is signed
- D. When the project manager is appointed
Answer: C
Explanation:
Section: Volume E
Explanation:
3.3 Initiating Process Group
The Initiating Process Group consists of those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Within the Initiating processes, the initial scope is defined and initial financial resources are committed. Internal and external stakeholders who will interact and influence the overall outcome of the project are identified. If not already assigned, the project manager will be selected. This information is captured in the project charter and stakeholder register.
When the project charter is approved, the project becomes officially authorized.
Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter
NEW QUESTION 516
When developing the project schedule, a project manager uses decomposition and rolling wave planning techniques in this process:
- A. Define Scope
- B. Collect Requirements
- C. Define Activities
- D. Develop Schedule
Answer: C
Explanation:
Section: Volume E
Explanation:
In agile projects, DECOMPOSITION is Tool and technique of define activities, create WBS. You have subdivided the work package into smaller manageable components of schedule activities which is decomposition. Decomposition was used to create WBS process, if u further decompose WBS package you get schedule of activities.
Rolling Wave Planning is one of the techniques in the 'Define Activities' process under Project Time Management.
NEW QUESTION 517
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