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Quiz Session - Attempts With Random Questions

PMI CAPM Exam Questions

Page 5 of 55

81.

You are managing a project to develop a new software application. During the planning phase, you are working on the project integration management plan. 

Which of the following actions should you include in your integration management plan? (Choose two)

  • Performing integrated change control

  • Managing project knowledge

  • Developing the project charter

  • Defining the project scope

  • Creating the project schedule

Performing integrated change control is a key part of the integration management plan. It involves reviewing all change requests, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan.

Managing project knowledge is also part of the integration management plan, which involves using existing knowledge and creating new knowledge to achieve the project's objectives and contribute to organizational learning.

Developing the project charter is an initial step in project integration management, but it is not part of the integration management plan itself. The project charter authorizes the project and provides the project manager with the authority to apply organizational resources to project activities.

Defining the project scope is part of scope management, not integration management. While it is crucial for project success, it is not specifically included in the integration management plan.

Creating the project schedule falls under schedule management. Although it is an essential aspect of project planning, it is not directly part of the integration management plan.

82.

You are evaluating the timeline dependencies for your new project. A logical relationship in which a successor activity cannot finish until a predecessor activity has finished is what type of relationship or dependency in the precedence diagramming method (PDM)?

  • Finish-to-finish (FF)

  • Finish-to-start (FS)

  • Start-to-start (SS)

  • Start-to-finish (SF)

Correct answer: Finish-to-finish (FF)

The Precedence Diagramming Method (PDM) includes four types of dependencies or logical relationships. A predecessor activity is an activity that logically comes before a dependent activity in a schedule, while a successor activity is a dependent activity that logically comes after another activity in a schedule. 

The four types of relationships in the PDM are as follows:

  • Finish-to-start (FS): A logical relationship in which a successor activity cannot start until a predecessor activity has finished.
  • Finish-to-finish (FF): A logical relationship in which a successor activity cannot finish until a predecessor activity has finished.
  • Start-to-start (SS): A logical relationship in which a successor activity cannot start until a predecessor activity has started.
  • Start-to-finish (SF): A logical relationship in which a successor activity cannot finish until a predecessor activity has started.

83.

You are leading a project and ensure that the team of engineers is unencumbered by operational tasks. This allows the team members to focus on getting the project work done. You also listen to any team concerns and work to remove obstacles and impediments. Which of the following best describes the leadership style of the project manager?

  • Servant leadership

  • Collaborative leadership

  • Liberal leadership

  • Responsible leadership

Correct answer: Servant leadership

The most common examples of leadership styles include, but are not limited to, the following:

  1. Servant leader: A project manager with this style usually has traits such as a focus on others, growth, learning, shared prosperity, relationship orientation, and team collaboration.
  2. Laissez-faire: Interpreted as “hands-off,” this project manager’s leadership style tends to just let their team lead themselves. Teams are left to make decisions, set goals, and implement their own ideas in completing the assigned tasks.
  3. Transactional: This style focuses on goals, feedback, and ways to determine the rewards a person gets. A project manager with a transactional style will usually be rigid in implementing rules, processes, and procedures. They will even implement something called reward and punishment so that the team is always disciplined in implementing the values ​​it has created.
  4. Transformational: This leadership style has characteristics such as empowering the team through ideal attributes and behaviors, inspirational motivation, encouraging innovation and creativity, and individual consideration. The main characteristic of the transformational leadership style is inspiration.
  5. Charismatic: The main characteristics of a leader with a charismatic style include high energy, enthusiasm, strong belief, and self-confidence. These personality traits then carry persuasive power to the team or its followers.
  6. Interactional: A combination of transactional, transformational, and charismatic. Project managers with an interactional style consider variables such as the work environment, corporate culture, market challenges, conflict and complexity, and the influence of leaders on the business.

84.

An organization has recently adopted Agile methods, and some of the teams are unclear about the team context. The project manager will need to provide troubleshooting possibilities to mitigate the situation. Which of the following is the BEST course of action?

  • Agile chartering

  • Refactoring

  • Kanban board

  • Story mapping

Correct answer: Agile chartering

Agile chartering can be used to illuminate or establish team purpose, team alignment on values, and team context like boundaries. The team lead's responsibility to support organizational change requires troubleshooting at pain points to ease friction. Agile chartering will provide troubleshooting possibilities for boundaries, committed assets, and prospective analysis. 

Refactoring refers to solving issues of technical debt and poor code quality. A Kanban board depicts the flow of work, not team dynamics. Story mapping refers to work packages and how they relate.

85.

The current cost of a project is $4,000. The project manager expects to put $2,000 more into the project for it to be completed. Which of the following terms does this statement best describe?

  • Estimate to Complete (ETC)

  • Estimate at Completion (EAC)

  • Planned Value (PV)

  • Variance at Completion (VAC)

Correct answer: Estimate to Complete (ETC)

Estimate To Complete (ETC) is the expected cost to finish all the remaining project work. In other words, ETC is how much more is needed to put into the project to complete it. Assuming that work is proceeding on plan (no variances), the cost of completing the remaining authorized work can be calculated using ETC = EAC - AC.

Estimate At Completion (EAC) is the estimated total amount of money needed to be put into the project based on the information available today.

Planned Value (PV) is the estimated value of work that is currently planned to be accomplished. In other words, the amount authorized to meet the project goal.

Variance at Completion (VAC) is the difference between the estimated total cost and the original budget.

86.

You are assisting the project sponsor with the development of the project charter. The sponsor asks you to work on a piece that explains the reason for the project's existence. Which of the following areas of the project charter explains why the project is being done?

  • Business case

  • Project title and description

  • High-level project risks

  • Measurable project objectives

Correct answer: Business case

The business case section of the project charter explains why the project is being done. This document will provide the business justification and a project of the expected business value resulting from the project.

The project title and description section of the project charter explains what the project is. The high-level project risks section explains what the potential threats and opportunities are. The measurable project objectives section describes how the project ties into the organization's strategic goals.

87.

Due to Karen's exceptional engineering skills, she was promoted to become a project manager for her division. She reviews the characteristics of a good project manager. Which of the following involves the ability to guide, motivate, and direct a team?

  • Leadership

  • Technical skills

  • Strategic and business management

  • Compliance

Correct answer: Leadership

Leadership is the portion of the PMI Talent Triangle that deals with helping an organization reach its goals through knowledge, skills, and behaviors, which guide, motivate, and direct teams.

Technical skills is the knowledge and skills related to the specific domains of project management. Strategic and business management is the experience and expertise in an industry and organization, which delivers good business outcomes. Compliance refers to adherence to standards or policies.

88.

You are monitoring and controlling the current project. Which of the following is the best example of when you would use Control Procurements to identify the need to recommend corrective action?

  • When you determine that the seller's deliverables do not meet the agreed-upon specifications

  • When developing performance reports

  • When verifying that deliverables are meeting the expectations set by the quality standards

  • When verifying that individuals are using the appropriate processes

Correct answer: When you determine that the seller's deliverables do not meet the agreed-upon specifications

It is best to use Control Procurements when you determine that the seller's deliverables do not meet the agreed-upon specifications.

It is best to use Monitor Communications when developing performance reports. It is best to use Manage Quality when verifying that individuals are using the appropriate processes. It is best to use Control Quality when verifying that deliverables are meeting the expectations set by the quality standards.

89.

Julie attends a particular meeting for the first time. This meeting includes various bidders to ensure that they have a clear understanding of the procurement. This meeting was also called a contractor conference by one of her colleagues. What type of meeting does this best describe?

  • Bidder conferences

  • Daily standup

  • Bidder review

  • Procurement conference

Correct answer: Bidder conferences

Bidder conferences are meetings with prospective sellers before the preparation of a bid or proposal to make sure that all of the prospective vendors have a clear and common understanding of the procurement. Bidder conferences are also known as contractor conferences, pre-bid conferences, or vendor conferences. Bidder conferences are used to make sure that all of the prospective bidders have a common and clear understanding of the procurement without having any preferential treatment to any other bidders.

90.

You are a project manager leading a diverse team on a complex project. You notice that team morale is low, and there are frequent misunderstandings among team members. To improve team cohesion and effectiveness, which of the following leadership actions should you take? (Choose three)

  • Clearly communicate the project vision and goals to the team.

  • Provide regular feedback and recognition to team members for their contributions.

  • Foster an inclusive environment where all team members feel valued and heard.

  • Delegate all decision-making authority to the team to empower them.

  • Avoid addressing conflicts directly to maintain a positive atmosphere.

Clearly communicating the project vision and goals helps align the team’s efforts and provides a sense of purpose, which can improve morale and cohesion.

While empowering the team is important, delegating all decision-making authority without guidance can lead to confusion and a lack of direction. A balanced approach is needed.

Regular feedback and recognition can boost morale, motivate team members, and reinforce positive behaviors, contributing to a more cohesive and effective team.

Avoiding conflicts can lead to unresolved issues and further misunderstandings. Addressing conflicts directly and constructively is essential for maintaining a healthy team dynamic.

An inclusive environment ensures that all team members feel respected and valued, which can enhance collaboration and reduce misunderstandings.

91.

Fernanda has been chosen by her organization to implement Agile methodologies toward projects for the first time. Her project would serve as a way to test the transition from traditional projects to an Agile environment. Part of the team's success was due to the ability to self-organize, which impacted the team charter over time. The structure of the charter includes staffing considerations that will benefit the organization. 

What would be the best course of action for the project manager to do with this information?

  • Share the findings about staffing considerations with the human resources department

  • Include the team charter with the project closing documentation

  • Congratulate the team for carrying out a successful project

  • Use the team charter as a template for the next project

Correct answer: Share the findings about staffing considerations with the human resources department

Staffing policies like working hours and leave policy for the organization could be revised based on the case study project. Agile methodology employs transparency as a key to success, and part of transparency is sharing best practices with the organization to support organizational change. 

Including the team charter with the project closing documentation is not the best thing to do because it does not raise the opportunity for change to the level of the organization. 

A good leader will offer praise, but congratulating the team for carrying out a successful project does not elevate the staffing findings to the organization to support change. 

Using the team charter as a template for the next project is incorrect because it is not the best option; it does not surface the opportunity to the organization.

92.

Alana has just been hired as a project manager and has completed the initiating process group. She works to define how she will utilize the team and physical resources for the project. What process does this best describe?

  • Plan resource management

  • Plan scope management

  • Estimate resources activities

  • Estimate resources utilization

Correct answer: Plan resource management

The plan resource management process exists within the planning process group. This process defines how to estimate, acquire, manage, and use team and physical resources. An essential component of this process is that it shows the effort needed to manage project resources based on project complexity.  

93.

Padma is reviewing the information that was included in her new project's stakeholder register. What information is not included in the stakeholder register?

  • Stakeholder engagement plan

  • Identification information

  • Assessment information

  • Stakeholder classification

Correct answer: Stakeholder engagement plan

Stakeholder engagement plan is not included in the stakeholder register. The stakeholder engagement plan is included in the project management plan and is separate from the stakeholder register in the planning process group. The stakeholder register is part of the initiating process group and is an output of the identify stakeholder process. 

Items that are included in the stakeholder register include:

  • Identification information: Name, organizational position, location and contact details, and role on the project
  • Assessment information: Major requirements, expectations, potential for influencing project outcomes, and the phase of the project lifecycle where the stakeholder has the most influence or impact
  • Stakeholder classification: Internal/external, impact/influence/power/interest, upward/downward/outward/sideward, or any other classification model chosen by the project manager

94.

You are leading an Agile project with a cross-functional team. This project will include an adaptive approach. What common reflective practice could you incorporate to allow the team to perform more efficiently while delivering future iterations of the project?

  • Retrospectives

  • Lessons learned

  • Integration

  • Continuous Improvement

Correct answer: Retrospectives

According to the Agile Practice Guide, "The single most important practice is retrospectives because it allows the team to learn about, improve and adapt its process." A retrospective is a regularly occurring workshop in which participants explore their work and results to improve both process and product. This is a form of lessons learned meeting. 

95.

You are working on an Agile project with a fixed budget contract. The supplier may offer the customer the option to vary the project scope at specific predefined points in the project. The customer is given the option to adjust features to fit the capacity and needs of the project. Then, the customer can leverage innovation opportunities while limiting the supplier's risk of overcommitment. 

What is this contracting technique best called?

  • Dynamic scope option

  • Fixed price increments

  • Early cancellation option

  • Team augmentation

Correct answer: Dynamic scope option

A dynamic scope option contract is used when a project is constrained by a fixed budget, and it may benefit from revisiting the scope at specific points in the project. The customer can adjust features to fit the capacity. Then, the customer can leverage innovation opportunities while limiting the supplier's risk of overcommitment. 

Team augmentation is a collaborative contracting approach that allows the supplier's services to be embedded directly into the customer organization. 

An early cancellation option limits customer budget exposure by allowing the customer to cancel the contract or remainder of a project for a fee. 

Fixed price increments decompose a project scope into fixed price micro-deliverables such as user stories.

96.

A business analyst works with the project manager to determine which communication technology best fits the project and its environment. They evaluate various factors that may affect the choice of communication technology. Which of the following is one of these choices? 

  • Availability and reliability of technology

  • Project costs

  • Ease of distribution

  • Conflict management

Correct answer: Availability and reliability of technology

Factors that will affect communication technology choices include the availability and reliability of technology, urgency of the need for information, ease of use, project environment, and sensitivity and confidentiality of the information. 

Communication technology is the tools, systems, computer programs, etc., utilized to transfer and convey information to project stakeholders. The methods used will also vary depending on the environment. Information exchange methods include meetings, conversations, written documents, databases, social media, and websites.

97.

Work on a project is being done in multiple locations in three countries. The project team needs to know in which currency they should report their cost figures. Which of the following would contain that information?

  • Cost management plan

  • Cost baseline

  • Project scope statement

  • Performance measurement baseline

Correct answer: Cost management plan

The cost management plan provides information and guidance on the plan, structure, account, and control project costs details. The contents of the plan vary based on the needs of the project. The project in question operates in several countries and currencies. This project's cost management plan would include details like currency requirements for reporting.

Cost baseline is incorrect, as it refers to the budget over time for the life of the project. Project scope statement is incorrect, as it refers to scope and not cost reporting. Performance measurement baseline is incorrect, as it refers to a time-phased resource plan.

98.

Doug has been assigned to a new Agile project and is uncertain about the scope. He consults a more experienced Agile project manager and is told he should focus more on the processes first. What is the best reason for focusing on the processes instead of fully defining the scope at the beginning?

  • Scope is not fully defined at the beginning of the project

  • Scope is approved before project execution begins

  • Scope is not defined in agile environments

  • Scope is determined during project planning

Correct answer: Scope is not fully defined at the beginning of the project

Scope is not fully defined at the beginning of the project. In agile environments, scope is constantly defined and is an ongoing process. In projects with evolving requirements, high risk, or significant uncertainty, the scope is also not understood. Agile methods spend more time establishing process for its ongoing discover and refinement.

Scope is approved before project execution begins is incorrect as scope is constantly being defined in agile projects and does not get approved at the beginning of a project.

Scope is not defined in agile environments is incorrect as scope is defined, but it is done incrementally.

Scope is determined during project planning is incorrect as scope is determined and defined throughout the project life cycle as needed.

99.

You are a project manager working on a large-scale construction project using a predictive, plan-based approach. During the planning phase, you need to identify and create various artifacts to ensure the project is well-documented and managed. 

Which of the following artifacts are commonly used in predictive, plan-based projects? (Choose three)

  • Project charter

  • Work Breakdown Structure (WBS)

  • Gantt chart

  • Burndown charts

  • Product backlog

Burndown charts are typically used in agile methodologies to track the progress of work remaining in a sprint or release, not in predictive, plan-based projects.

The project charter is a key artifact in predictive, plan-based projects, providing a formal authorization for the project and outlining its objectives, scope, and stakeholders.

The WBS is a fundamental artifact in predictive, plan-based projects, breaking down the project scope into manageable work packages and tasks.

The product backlog is an artifact used in agile methodologies to list and prioritize features and tasks. It is not typically used in predictive, plan-based projects.

Gantt charts are commonly used in predictive, plan-based projects to visually represent the project schedule, showing tasks' start and finish dates and their dependencies.

100.

Memet is in a meeting with the project sponsor regarding a specific set of options for his project. The project sponsor asks him to evaluate their options so that they could select the best approach to perform the work on the project. What data gathering and analysis method should Memet use?  

  • Alternatives analysis

  • Assumption and constraint analysis

  • Benchmarking

  • Business justification analysis method

Correct answer: Alternatives analysis

The situation dictates that the best choice would be to use the alternatives analysis. This analysis is utilized to evaluate identified options. The best option or approach is selected to perform the particular type of work. Alternatives analysis is the evaluation of different routes that can be conducted to achieve a particular project management objective. 

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