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Who should take the exam
if you have the following prerequisite and required skills then you should take this exam for Certified Associate in Project Management certificate.
- 23 contact hours of formal education
- A secondary degree (high school diploma, associate's degree or the global equivalent)
- 1,500 hours of professional experience on a project team
NEW QUESTION 56
Which of the following is an example of a technique used in quantitative risk analysis?
- A. Sensitivity analysis
- B. Risk data quality assessment
- C. Probability and impact matrix
- D. Risk categorization
Answer: A
Explanation:
Section: Volume E
NEW QUESTION 57
The cost benefit analysis tool is used for creating:
- A. Pareto charts.
- B. Ishikawa diagrams.
- C. quality metrics.
- D. change requests,
Answer: C
Explanation:
Section: Volume E
Explanation:
8.1.2.1 Cost-Benefit Analysis
The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.
8.1.3.3 Quality Metrics
A quality metric specifically describes a project or product attribute and how the control quality process will measure it. A measurement is an actual value. The tolerance defines the allowable variations to the metric. For example, if the quality objective is to stay within the approved budget by ± 10%, the specific quality metric is used to measure the cost of every deliverable and determine the percent variance from the approved budget for that deliverable. Quality metrics are used in the perform quality assurance and control quality processes.
Some examples of quality metrics include on-time performance, cost control, defect frequency, failure rate, availability, reliability, and test coverage.
NEW QUESTION 58
When large or complex projects are separated into distinct phases or subprojects, all of the Process Groups would normally be:
- A. repeated for each of the phases or subprojects.
- B. linked to specific phases or subprojects.
- C. divided among each of the phases or subprojects.
- D. integrated for specific phases or subprojects.
Answer: A
Explanation:
Section: Volume D
NEW QUESTION 59
Which tool or technique is used to manage change requests and the resulting decisions?
- A. Change control tools
- B. Delphi technique
- C. Change log
- D. Expert judgment
Answer: A
Explanation:
Section: Volume A
Explanation:
4.5.2.3 Change Control Tools
In order to facilitate Configuration and change management, manual or automated tools may be used. Tool selection should be based on the needs of the project stakeholders including organizational and environmental considerations and/or constraints.
Tools are used to manage the change requests and the resulting decisions. Additional considerations should be made for communication to assist the CCB members in their duties as well as distribute the decisions to the appropriate stakeholders
4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:
Corrective action-An intentional activity that realigns the performance of the project work with the project
management plan;
Preventive action-An intentional activity that ensures the future performance of the project work is aligned
with the project management plan;
Defect repair-An intentional activity to modify a nonconforming product or product component;
Updates-Changes to formally controlled project documents, plans, etc., to reflect modified or additional
ideas or content.
NEW QUESTION 60
Which of the following buffers protects the target finish date from slippage along the critical chain?
- A. Project buffer
- B. Critical buffer
- C. Duration buffer
- D. Feeding buffer
Answer: A
Explanation:
Explanation/Reference:
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.
The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.
One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is known as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.
Figure 6-19. Example of Critical Chain Method
NEW QUESTION 61
Which conflict resolution technique searches for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict?
- A. Force/direct
- B. Withdraw/avoid
- C. Compromise/reconcile
- D. Collaborate/problem solve
Answer: C
Explanation:
Section: Volume A
NEW QUESTION 62
Which type of contract is most commonly used by buying organizations because the price for goods is set at the outset and is not subject to change unless the scope of work changes?
- A. Cost-Reimbursable Contract (CR)
- B. Firm-Fixed -Price Contract (FFP)
- C. Fixed Price with Economic Price Adjustments Contract (FP-EPA)
- D. Fixed-Price-Incentive-Fee Contract (FPIF)
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Firm Fixed Price Contracts (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. Any cost increase due to adverse performance is the responsibility of the seller, who is obligated to complete the effort. Under the FFP contract, the buyer should precisely specify the product or services to be procured, and any changes to the procurement specification can increase the costs to the buyer.
NEW QUESTION 63
A tool and technique used during the Define Scope process is:
- A. observations.
- B. questionnaires and surveys.
- C. facilitated workshops.
- D. group creativity techniques.
Answer: C
Explanation:
Section: Volume E
Explanation
Explanation:
Facilitated Workshops. An elicitation technique using focused sessions that bring key cross-functional stakeholders together to define product requirements.
Process: 5.3 Define Scope
Definition: The process of developing a detailed description of the project and product.
Key Benefit: The key benefit of this process is that it describes the product, service, or result boundaries by defining which of the requirements collected will be included in and excluded from the project scope.
Inputs
1. Scope management plan
2. Project charter
3. Requirements documentation
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Product analysis
3. Alternatives generation
4. Facilitated workshops
Outputs
1. Project scope statement
2. Project documents updates
NEW QUESTION 64
The most appropriate project life cycle model for an environment with a high level of change and extensive stakeholder involvement in projects is:
- A. reflexive
- B. iterative
- C. predictive
- D. adaptive
Answer: D
NEW QUESTION 65
Which type of dependency is legally or contractually required or inherent in the nature of work and often involves physical limitations?
- A. Discretionary
- B. External
- C. Mandatory
- D. Internal
Answer: C
Explanation:
Section: Volume A
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or
inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.
Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,
preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-
project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities
and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.
NEW QUESTION 66
In which Project Management Process Group is the project charter developed?
- A. Planning
- B. Initiating
- C. Executing
- D. Monitoring and Controlling
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Initiating Process Group. 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.
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 67
An intentional activity to modify a nonconforming product or product component is called:
- A. defect repair
- B. preventive action
- C. work repair
- D. corrective action
Answer: A
Explanation:
Explanation/Reference:
Explanation:
4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/ contractually mandated, and may include:
Corrective action-An intentional activity that realigns the performance of the project work with the
project management plan;
Preventive action-An intentional activity that ensures the future performance of the project work is
aligned with the project management plan;
Defect repair-An intentional activity to modify a nonconforming product or product component;
Updates-Changes to formally controlled project documents, plans, etc., to reflect modified or additional
ideas or content.
NEW QUESTION 68
Which process occurs within the Monitoring and Controlling Process Group?
- A. Determine Budget
- B. Control Costs
- C. Plan Quality
- D. Perform Quantitative Risk Analysis
Answer: B
Explanation:
Section: Volume D
Explanation:
Monitoring and Controlling Process Group
4.4 Monitor and Control Project Work
4.5 Perform Integrated Change Control
5.5 Validate Scope
5.6 Control Scope
6.7 Control Schedule
7.4 Control Costs
8.3 Control Quality
10.3 Control Communications
11.6 Control Risks
12.3 Control Procurements
13.4 Control Stakeholder Engagement
Process: 7.4 Control Costs
Definition: The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Project management plan
2. Project funding requirements
3. Work performance data
4. Organizational process assets
Tools & Techniques
1. Earned value management
2. Forecasting
3. To-complete performance index (TCPI)
4. Performance reviews
5. Project management software
6. Reserve analysis
Outputs
1. Work performance information
2. Cost forecasts
3. Change requests
4. Project management plan updates
5. Project documents updates
6. Organizational process assets updates
NEW QUESTION 69
Which are the main objectives of Project Risk Management?
- A. Avoid all kind of risks
- B. Increase the probability of positive risks and eliminate all negative risks
- C. Increase the probability of positive risks and decrease the probability of negative risks
- D. Identify positive and negative risks
Answer: D
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 70
Which of the following processes are within the Initiating Process Group?
- A. Develop Project Charter and Identify Stakeholders
- B. Develop Project Charter and Develop Project Scope Statement
- C. Develop Project Management Plan and Plan Communications
- D. Develop Project Management Plan and Identify Stakeholders
Answer: A
NEW QUESTION 71
A weighting system is a tool for which area of Conduct Procurements?
- A. Selecting seller's
- B. Planning purchase and acquisition
- C. Plan contracting
- D. Requesting seller responses
Answer: A
Explanation:
Section: Volume D
Explanation:
Process: 12.2 Conduct Procurements
Definition: Conduct Procurements is the process of obtaining seller responses, selecting a seller, and awarding a contract.
Key Benefit: The key benefit of this process is that it provides alignment of internal and external stakeholder expectations through established agreements.
Inputs
1. Procurement management plan
2. Procurement documents
3. Source selection criteria
4. Seller proposals
5. Project documents
6. Make-or-buy decisions
7. Procurement statement of work
8. Organizational process assets
Tools & Techniques
1. Bidder conference
2. Proposal evaluation techniques
3. Independent estimates
4. Expert judgment
5. Advertising
6. Analytical techniques
7. Procurement negotiations
Outputs
1. .Selected sellers
2. .Agreements
3. .Resource calendars
4. .Change requests
5. .Project management plan updates
6. .Project documents updates
NEW QUESTION 72
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