[Oct-2021] CAPM Dumps With 100% Verified Q&As - Pass Guarantee or Full Refund
Pass PMI CAPM Exam With Practice Test Questions Dumps Bundle
Job Positions and Salary
Having the PMI CAPM certification, you can apply for middle-level job positions in the project management field. The CAPM holder can get a job as an associate project manager, technical project manager, project coordinator-scheduler, business analyst, data analyst, etc. Speaking of the salaries for such individuals, PayScale states that the average annual income for CAPM certified specialists is about $67k.
In addition to the PMBOK Guide, applicants may purchase one or more study guides from Amazon.com. Some of the notable handbooks found there include:
- CAPM Exam Prep by Rita Mulcahy
This guide has almost a 5-star rating on Amazon and is considered the best book to refer yourself to when it comes to efficient CAPM prep. This guide covers such topics as risk, quality, and resource management and also contains 180 sample questions to practice including some helpful exam tips to clear the CAPM test in one go. In addition, it also aligns with the PMBOK Guide, Sixth Edition, and covers all the changes & updates regarding the CAPM exam.
- CAPM Study Guide: Pass CAPM in 21 Days by Kavita Sharma
This is an easy CAPM study guide that helps you understand the key concepts. It includes games, keywords, and easy to read instructions to train you in solving CAPM questions. Also, here, you will find hundreds of questions and a structured 21-day preparation plan to pass the final exam. The author was a significant contributor to the PMBOK Sixth Edition so she wrote this book to help you nail the test on your first attempt. Although such a study guide will not substitute the PMBOK Guide, it will help you better understand concepts and master all the related domains.
- CAPM Certification Full Preparation by Georgio Daccache
This book passed a quality audit and business review and abided by the PMI REP program. It is designed for project managers preparing to acquire their PMI CAPM certification and project managers who want to pass the CAPM exam on the first attempt. The study guide provides quality information to help you in your role as a project manager. It is written by Georgio Daccache, a certified PMP, PMI-ACP, ITIL, Project+ contributor, and a Certified Technical Trainer. It is also based on the PMBOK Guide, Sixth Edition.
- CAPM Flashcards by Belinda Goodrich
This spiral-bound study guide helped a lot of CAPM examinees around the world. It contains comprehensive CAPM Exam Prep flashcards with over 350 concepts and terms. Also constructed based on the 6th Edition of the PMBOK Guide, it is authored by Belinda Goodrich, the first woman who has achieved five various PMI validations like the PMP, PMI-SP, PMI-RMP, PgMP, and CAPM. An excellent study tool, it is one of the most well-put study aides today.
Benefits of Passing This Exam
The PMI CAPM certification brings several benefits to its holders:
- It proves the understanding of project management fundamentals, which are essential to improve the project’s success rates. By preparing for the official test, candidates learn about project management tools and techniques, time and cost management, human resource management, quality management, and more.
- Having the CAPM certificate allows holders to pursue the PMP certification. As the PMP requires candidates to attend 35 hours of project management training, holding the CAPM certification can be used instead.
- The CAPM certificate holders are recognized as more knowledgeable and skillful than other employees. They align their work with standards required by project management teams. Thus, organizations tend to give them greater responsibilities.
- The CAPM has global recognition, which means various organizations around the world accept it. Since exam-passers are known to be knowledgeable specialists, organizations may use them to win more contracts with customers.
- Passing a certification exam is an achievement that increases self-confidence. It gives instant recognition and respect. It also improves employment prospects. Companies provide preference to CAPM passers, leading to better career opportunities.
- CAPM passers know project management tools and techniques crucial to the overall efficiency of project management. Having this certification improves project success and client satisfaction as it shows commitment and increases customers’ confidence in the candidate’s skills and abilities.
NEW QUESTION 255
Which of the following is an estimating technique that uses the values of parameters from previous similar projects for estimating the same parameter or measure for a current project?
- A. Reserve analysis
- B. Parametric estimating
- C. Analogous estimating
- D. Three-point estimating
Answer: C
Explanation:
Explanation/Reference:
Explanation:
7.2.2.2 Analogous Estimating
Analogous cost estimating uses the 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. When estimating costs, this technique relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity.
Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed information about the project, for example, in the early phases of a project. Analogous cost estimating uses historical information and expert judgment
NEW QUESTION 256
Which type of diagram includes groups of information and shows relationships between factors, causes, and objectives?
- A. Fishbone
- B. Scatter
- C. Affinity
- D. Matrix
Answer: D
Explanation:
Explanation/Reference:
Explanation:
Matrix diagrams. A quality management and control tool used to perform data analysis within the organizational structure created in the matrix. The matrix diagram seeks to show the strength of relationships between factors, causes, and objectives that exist between the rows and columns that form the matrix.
NEW QUESTION 257
What type of reward can hurt team cohesiveness?
- A. Lose-win
- B. Partial-sum
- C. Sole-sum
- D. Win-lose
Answer: D
NEW QUESTION 258
In the Estimate Activity Durations process, productivity metrics and published commercial information inputs are part of the:
- A. project funding requirements
- B. organizational process assets
- C. project management plan
- D. enterprise environmental factors
Answer: D
Explanation:
Explanation/Reference:
Explanation:
6.5.1.9 Enterprise Environmental Factors
Described in Section 2.1.5. The enterprise environmental factors that can influence the Estimate Activity Durations process include, but are not limited to:
Duration estimating databases and other reference data,
Productivity metrics,
Published commercial information, and
Location of team members.
Process: 6.5 Estimate Activity Durations
Definition: The process of estimating the number of work periods needed to complete individual activities with estimated resources.
Key Benefit: The key benefit of this process is that it provides the amount of time each activity will take to complete, which is a major input into the Develop Schedule process.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Activity resource requirements
5. Resource calendars
6. Project scope statement
7. Risk register
8. Resource breakdown structure
9. Enterprise environmental factors
10.Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analogous estimating
3. Parametric estimating
4. Three-point estimating
5. Group decision-making techniques
6. Reserve analysis
Outputs
1. Activity duration estimates
2. Project documents updates
NEW QUESTION 259
The most appropriate project life cycle model for an environment with a high level of change and extensive stakeholder involvement in projects is:
- A. iterative
- B. predictive
- C. reflexive
- D. adaptive
Answer: D
Explanation:
Section: Volume B
Explanation
Explanation:
2.4.2.4 Adaptive Life Cycles
Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost.
Adaptive projects generally perform several processes in each iteration, although early iterations may concentrate more on planning activities.
The overall scope of the project will be decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog. At the beginning of an iteration, the team will work to determine how many of the highest priority items on the backlog list can be delivered within the next iteration. At the end of each iteration, the product should be ready for review by the customer. This does not mean that the customer is required to accept delivery, just that the product should not include unfinished, incomplete, or unusable features.
The sponsor and customer representatives should be continuously engaged with the project to provide feedback on deliverables as they are created and to ensure that the product backlog reflects their current needs.
Adaptive methods are generally preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders.
NEW QUESTION 260
Due to today's competitive global market, organizations require more than technical management skills. Which of the following skills can support long-range strategic objectives that contribute to the bottom line?
- A. Communication and time management skills
- B. Planning and risk management skills
- C. Strategic and business management skills
- D. Business intelligence and leadership skills
Answer: D
Explanation:
Section: Volume E
Explanation/Reference:
NEW QUESTION 261
The project manager needs to review the templates in use. The templates are part of the:
- A. Historical information,
- B. Enterprise environmental factors.
- C. Corporate knowledge base.
- D. Organizational process assets.
Answer: D
Explanation:
Section: Volume D
Explanation
NEW QUESTION 262
The project manager has the following information about the estimated duration for an activity:
- Most likely [tM] - 15 days
- Pessimistic [tP] - 20 days
- Optimistic [tO] - 10 days
What is the estimated duration of this activity, according to the triangular distribution technique?
- A. 15 days
- B. 5 days
- C. 12.5 days
- D. 10 days
Answer: C
NEW QUESTION 263
Creating the project scope statement is part of which process?
- A. Validate Scope
- B. Collect Requirements
- C. Define Scope
- D. Manage Scope
Answer: C
Explanation:
Section: Volume E
Explanation/Reference: https://www.greycampus.com/opencampus/project-management-professional/project-scope- statement
NEW QUESTION 264
Quality metrics are an output of which process?
- A. Perform Quality Control
- B. Perform Quality Assurance
- C. Perform Qualitative Risk Analysis
- D. Plan Quality Management
Answer: D
Explanation:
Section: Volume D
Explanation:
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.
Process: 8.1 Plan Quality Management
Definition: The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements and/or standards.
Key Benefit: The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.
Inputs
1. Project management plan
2. Stakeholder register
3. Risk register
4. Requirements documentation
5. Enterprise environmental factors
6. Organizational process assets
Tools & Techniques
1. Cost-benefit analysis
2. Cost of quality
3. Seven basic quality tools
4. Benchmarking
5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings
Outputs
1. Quality management plan
2. Process improvement plan
3. Quality metrics
4. Quality checklists
5. Project documents updates
NEW QUESTION 265
Which stakeholder approves a project's result?
- A. Customer
- B. Functional manager
- C. Sponsor
- D. Seller
Answer: A
Explanation:
Section: Volume B
NEW QUESTION 266
The following chart contains information about the tasks in a project.
Based on the chart, what is the schedule performance index (5PI) for Task 4?
- A. 0.83
- B. 1.11
- C. 0.9
- D. 1.33
Answer: B
NEW QUESTION 267
The planned work contained in the lowest level of work breakdown structure (WBS) components is known as:
- A. Work packages.
- B. Accepted deliverables.
- C. The scope baseline.
- D. The WBS dictionary.
Answer: A
NEW QUESTION 268
Which of the following is a narrative description of products, services, or results to be delivered by a project?
- A. Business case
- B. Accepted deliverable
- C. Project statement of work
- D. Work performance information
Answer: C
NEW QUESTION 269
Which type of dependency is established based on knowledge of best practices within a particular application area or some unusual aspect of the project in which a specific sequence is desired, even though there may be other acceptable sequences?
- A. Mandatory
- B. Internal
- C. External
- D. Discretionary
Answer: D
Explanation:
Explanation/Reference:
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 270
A project reports an earned value (EV) of US$45 for work completed with an actual cost (AC) of US$40. What is the cost performance index (CPI)?
- A. 1.58
- B. 0.88
- C. 0.58
- D. 1.12
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 271
The correct equation for schedule variance (SV) is earned value:
- A. minus planned value [EV - PV].
- B. minus actual cost [EV - AC].
- C. divided by actual cost [EV/AC].
- D. divided by planned value [EV/PV],
Answer: A
Explanation:
Section: Volume E
Explanation:
* Schedule variance. Schedule variance (SV) is a measure of schedule performance expressed as the difference between the earned value and the planned value. It is the amount by which the project is ahead or behind the planned delivery date, at a given point in time. It is a measure of schedule performance on a project. It is equal to the earned value (EV) minus the planned value (PV). The EVM schedule variance is a useful metric in that it can indicate when a project is falling behind or is ahead of its baseline schedule.
The EVM schedule variance will ultimately equal zero when the project is completed because all of the planned values will have been earned. Schedule variance is best used in conjunction with critical path method (CPM) scheduling and risk management.
Equation: SV = EV - PV
NEW QUESTION 272
Which input may influence quality assurance work and should be monitored within the context of a system for configuration management?
- A. Work performance data
- B. Requirements documentation
- C. Scope baseline
- D. Project documents
Answer: D
Explanation:
Section: Volume A
Explanation
Explanation:
Configuration control is focused on the specification of both the deliverables and the processes; while change control is focused on identifying, documenting, and approving or rejecting changes to the project documents, deliverables, or baselines.
Some of the configuration management activities included in the Perform Integrated Change Control process are as follows:
Configuration identification. Identification and selection of a configuration item to provide the basis for
which the product configuration is defined and verified, products and documents are labeled, changes are managed, and accountability is maintained.
Configuration status accounting. Information is recorded and reported as to when appropriate data about
the configuration item should be provided. This information includes a listing of approved configuration identification, status of proposed changes to the configuration, and the implementation status of approved changes.
Configuration verification and audit. Configuration verification and configuration audits ensure the
composition of a project's configuration items is correct and that corresponding changes are registered, assessed, approved, tracked, and correctly implemented. This ensures the functional requirements defined in the configuration documentation have been met.
NEW QUESTION 273
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