Latest [Apr 27, 2022] 100% Passing Guarantee - Brilliant CAPM Exam Questions PDF
CAPM Certification – Valid Exam Dumps Questions Study Guide! (Updated 1090 Questions)
PMI CAPM Exam Syllabus Topics:
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Conclusion
The PMI CAPM exam demonstrates your understanding of the global project management fundamentals, your ability to work with teams, and your commitment to improving your project management and personal skills. Passing it opens up a wide range of opportunities for you, including career incentives, global opportunities, higher salaries, and personal growth. That said, you need to gain a complete understanding of the PMBOK Guide so purchase study guides from Amazon to learn more about the related concepts, tools, and techniques. Remember, the PMI CAPM certification is a massive value-add to your resume.
NEW QUESTION 12
Which Define Activities tool or technique is used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts?
- A. Document analysis
- B. Decomposition
- C. Inspection
- D. Project analysis
Answer: B
Explanation:
Section: Volume B
Explanation/Reference:
Explanation:
5.4.2.1 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts. The work package is the work defined at the lowest level of the WBS for which cost and duration can be estimated and managed. The level of decomposition is often guided by the degree of control needed to effectively manage the project. The level of detail for work packages will vary with the size and complexity of the project. Decomposition of the total project work into work packages generally involves the following activities:
Identifying and analyzing the deliverables and related work;
Structuring and organizing the WBS;
Decomposing the upper WBS levels into lower-level detailed components;
Developing and assigning identification codes to the WBS components; and
Verifying that the degree of decomposition of the deliverables is appropriate.
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
NEW QUESTION 13
Which of the following is an input to the Develop Project Charter process?
- A. Project management plan
- B. Change requests
- C. Business case
- D. Work performance information
Answer: C
NEW QUESTION 14
Which process involves defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan?
- A. Monitor and Control Project Work
- B. Develop Project Management Plan
- C. Plan Quality Management
- D. Direct and Manage Project Work
Answer: B
NEW QUESTION 15
Which of the following is an output of the Conduct Procurements process?
- A. Project statement of work
- B. Selected sellers
- C. Risk register updates
- D. Teaming agreements
Answer: B
NEW QUESTION 16
The Process Group that involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan is known as:
- A. Executing.
- B. Monitoring and Controlling.
- C. Planning.
- D. Initiating.
Answer: A
Explanation:
Section: Volume E
Explanation
NEW QUESTION 17
Which grid shows which resources are tied to work packages?
- A. Personnel assignment matrix
- B. Work breakdown structure (WBS)
- C. Responsibility assignment matrix (RAM)
- D. Project assignment chart
Answer: C
NEW QUESTION 18
Using values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous similar project as the basis for estimating the same parameter or measurement for a current project describes which type of estimating?
- A. Bottom-up
- B. Parametric
- C. Analogous
- D. Three-point
Answer: C
NEW QUESTION 19
Retreating from an actual or potential conflict or postponing the issue to be better prepared or to be resolved by others describes which of the five general techniques for managing conflict?
- A. Compromise/reconcile
- B. Force/direct
- C. Withdraw/avoid
- D. Smooth/accommodate
Answer: C
NEW QUESTION 20
Which process documents the business needs of a project and the new product, service, or other result that is intended to satisfy those requirements?
- A. Direct and Manage Project Execution
- B. Develop Project Management Plan
- C. Collect Requirements
- D. Develop Project Charter
Answer: D
NEW QUESTION 21
Which key benefit can a project manager obtain by identifying stakeholders?
- A. Identify the appropriate channels of communication with all stakeholders
- B. Assess the risk exposure for each stakeholder
- C. Map stakeholder power and influence grid
- D. Identify the appropriate focus for engagement of each stakeholder
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 22
Which type of probability distribution is used to represent uncertain events such as the outcome of a test or a possible scenario in a decision tree?
- A. Uniform
- B. Linear
- C. Discrete
- D. Continuous
Answer: C
NEW QUESTION 23
At the end of the project, what will be the value of SV?
- A. Greater than one
- B. Negative
- C. Zero
- D. Positive
Answer: C
NEW QUESTION 24
A risk response strategy in which the project team shifts the impact of a threat, together with ownership of the response, to a third party is called:
- A. transfer
- B. avoid
- C. accept
- D. mitigate
Answer: A
Explanation:
Section: Volume A
Explanation:
11.5.2.1 Strategies for Negative Risks or Threats
Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique influence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact. The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or
protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely. The project manager may also isolate the project objectives from the risk's impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.
Transfer. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat
to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.
Mitigate. Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of
occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred. Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of mitigation actions. Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.
Accept. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the
risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost- effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.
NEW QUESTION 25
Which Perform Quality Assurance tool or technique is used to identify a problem, discover the underlying causes that lead to it, and develop preventative actions?
- A. Quality audits
- B. Inspection
- C. Design of experiments
- D. Root cause analysis
Answer: D
Explanation:
Section: Volume B
Explanation:
Root cause analysis. Root-cause analysis is a specific technique used to identify a problem, discover the underlying causes that lead to it, and develop preventive action.
Process: 8.2 Perform Quality Assurance
Definition: The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
Key Benefit: The key benefit of this process is that it facilitates the improvement of quality processes.
Inputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality control measurements
5. Project documents
Tools & Techniques
1. Quality management and control tools
2. Quality audits
3. Process analysis
Outputs
1. Change requests
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
NEW QUESTION 26
What are the inputs of the Estimate Costs process?
- A. Project management plan, project documents, enterprise environmental factors, and organizational process assets
- B. Project management plan, work performance data, enterprise environmental factors, and organizational process assets
- C. Project management plan, enterprise environmental factors, basis of estimates, and organizational process assets
- D. Cost baseline, enterprise environmental factors, benefits management plan, and organizational process assets
Answer: A
NEW QUESTION 27
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How much CAPM Exam Cost
The price of the exam for the member is 225 USD and for non-member is 300 USD.
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