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Quiz Session - Attempts With Random Questions

PMI CAPM Exam Questions

Page 6 of 55

101.

Logan is leading a project that is nearing the completion of all deliverables and milestones. He evaluates the specifics of the project and compares them to the current plan. Logan is in the monitoring and controlling process. What is the best way to explain what monitoring and controlling is?

  • Measuring the project against the project management plan

  • Measuring the project against the project charter

  • Measuring the project against the project scope

  • Measuring the project against the risk management plan

Correct answer: Measuring the project against the project management plan

Monitoring and controlling refers to measuring the project against the project management plan. During the monitoring and controlling process, the project manager looks at where the project is and what the project is doing and then compares it to what was initially planned. Monitoring and Controlling is the process required to track, review, and regulate the progress and performance of the project.

102.

Mia has been asked by the project sponsor to conduct a stakeholder analysis with her team. The information will need to be reviewed by the sponsor for feedback. Which of the following is not a data representation technique for stakeholder analysis?

  • Preferred communication method

  • Power/Interest grid

  • Salience model

  • Stakeholder cube

Correct answer: Preferred communication method

Data representation techniques for stakeholder analysis include:

  • Power/Interest grid
  • Power/Influence grid
  • Influence/Impact grid
  • Stakeholder cube
  • Salience model
  • Directions of influence
  • Prioritization

The preferred communication method of a stakeholder is something that can be included in the stakeholder register, but it is not a data representation technique for stakeholder analysis.

103.

Amara is leading a project team meeting to discuss discipline, rational, logical, and evidence-based thinking. This is used on projects to identify the root causes of problems. It considers challenges, ambiguity, and project complexity. What type of activity does this best describe?

  • Critical thinking

  • Problem solving

  • Analysis

  • Deep thinking

Correct answer: Critical thinking

Critical thinking includes disciplined, rational, logical, and evidence-based thinking. There is a need throughout the project lifecycle to recognize bias, identify problem root causes, and explore challenging issues. That act of critical thinking aids to obtain these activities. 

104.

You are planning a project utilizing an iterative approach. Work planned for the following months is done at a high level while the immediate work is planned in detail. Which planning technique is best described in this situation?

  • Rolling wave planning

  • Decomposition planning

  • Milestone charting

  • Precedence diagramming

Correct answer: Rolling wave planning

Rolling wave planning is an iterative planning method in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. 

Decomposition planning involves dividing and subdividing project scope into small, manageable parts. Milestone charts are used to identify the start and completion of major deliverables and key external interfaces. Precedence diagrams are used to organize the project into a logical sequence of activities.

105.

Blake is in a meeting with her project team to evaluate the baselines they had set early on in the project planning. These baselines will be used to compare the variances that may come up during the monitoring and controlling of the project. What project development approach was best utilized in this scenario?

  • Predictive approach

  • Hybrid approach

  • Adaptive approach

  • Operational approach

Correct answer: Predictive approach

A predictive approach is utilized when the project and product requirements can be defined, collected, and analyzed at the beginning stages of the project. A predictive approach is often known as the waterfall approach. In this type of project approach, there is often a high level of risk that may require recurring reviews, change control mechanisms, and replanning. There is also a significant investment that is involvement. Scope schedule, cost, resources, and risk are defined at the beginning of the project and are often quite stable. Projects that use this approach oftentimes may have templates from similarly executed projects in the past.

A hybrid approach is a development approach that uses both adaptive and predictive approaches. Some parts of the projects may be derived from a predictive approach and some from an adaptive approach. The hybrid approach is utilized when there is uncertainty or risk that is a result of the requirements. Hybrid approaches may often utilize an iterative or incremental development approach. Iterative approaches are used best for clarifying requirements and exploring options. Incremental approaches are best used to produce a deliverable throughout a series of iterations.

Adaptive approaches are best used when requirements have concerns with high levels of uncertainty and volatility. These requirements are likely to change throughout the performance of the project. Although a clear vision of the project is set at the start, the requirements are refined, detailed, changed, or replaced as a result of obtained feedback or the changing environment. Agile approaches are often considered adaptive approaches.

The operational approach is a made-up term and is not a PMI development approach as a way to create and evolve the product, service, or result during the project lifecycle.

106.

You are part of a software development project with a difficult sponsor. Each time a change arises during the project, the sponsor is unwilling to support the change and usually requires several meetings outlining detailed reasoning for any small adjustment to the project, even if it's for the benefit of the project. 

At what level of engagement would you classify this stakeholder?

  • Resistant

  • Unaware

  • Leading

  • Neutral

Correct answer: Resistant

When performing stakeholder analysis and determining each stakeholder's level of engagement, a stakeholder engagement assessment matrix is a useful tool to indicate to the project manager a stakeholder's current level of engagement and their desired level of engagement. A stakeholder engagement assessment matrix compares current and desired stakeholder engagement levels. Through this analytical process, gaps between the current and desired engagement levels can be identified. Actions and communications required to close these gaps can be identified by the project team using expert judgment.

The five engagement levels for stakeholders can be classified as the following:

  • Resistant: aware of the project but are resistant to any changes that may occur as a result of the outcomes of the project
  • Unaware: unaware of the project and potential impacts
  • Neutral: aware of the project but are neither supportive nor unsupportive
  • Supportive: aware of the project and supportive of its outcomes
  • Leading: aware of the project and are actively engaged in ensuring project success

In this scenario, your project sponsor is making it difficult to effect change. Therefore, they can be classified as resistant.

107.

You have just completed all the phases of a multi-phase IT migration project. In which process group would you record the impacts of tailoring on the project?

  • Closing

  • Monitoring and Controlling

  • Executing

  • Initiating 

Correct answer: Closing

The appropriate project management processes, inputs, tools, techniques, outputs, and lifecycle phases should be selected to manage a project. This selection activity is known as tailoring project management to the project. The project manager collaborates with the project team, sponsor, organizational management, or some combination thereof, in the tailoring. In some cases, the organization may require specific project management methodologies to be used.

Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified in the PMBOK Guide is required on every project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk. The importance of each constraint is different for each project, and the project manager tailors the approach for managing these constraints based on the project environment, organizational culture, stakeholder needs, and other variables.

The project manager would want to record the impacts of tailoring during the Closing process group. At project or phase closure, the following may occur:

  • Obtain acceptance by the customer or sponsor to formally close the project or phase
  • Conduct post-project or phase-end review
  • Record impacts of tailoring to any process
  • Document lessons learned
  • Apply appropriate updates to organizational process assets
  • Archive all relevant project documents in the Project Management Information System (PMIS) to be used as historical data
  • Close out all procurement activities, ensuring termination of all relevant agreements
  • Perform team members’ assessments and release project resources

108.

Bob had just been hired on a new project but realizes that the senior stakeholders want this project to be executed using Agile methodologies. He is particularly interested in how to lead the team. Which of the following leadership styles should he use for an Agile project?

  • Servant leader

  • Transactional

  • Laissez-faire

  • Interactional

Correct answer: Servant leader

Servant leadership is the practice of leading the team through serving them. While servant leadership is not utilized only within Agile environments, it is the style conductive to supporting the team and shifting from managing tasks and activited to facilitating collaboration within the team.

Laissez-faire is a more hands-off approach, while the transactional leadership is "management by exception" and emphasizes rewards based on accomplishment. Interactional leadership is a combination of transactional, transformational (empowering and inspiring others with encouragement for innovation and individual consideration), and charismatic (high energy, enthusiastic, and confident) leadership styles.

109.

Padma has just been reassigned to a project for a multi-phased electrical upgrade. The team is performing efficiently and effectively. Padma realizes that the team is fully mature. The team members are acting professionally and might have been working together for some time now. What is this team development stage best known as? 

  • Performing

  • Storming

  • Adjourning

  • Brainstorming

Correct answer: Performing

In performing of Bruce Tuckman's stages of team development, the project team is operating efficiently. Performing is known to be the mature project team stage. Members have been together for quite some time, and they are able to develop synergy. The team is more collaborative and is able to accomplish more with high-quality products.

110.

You are in a meeting with the product owner and project team to review the agile project charter. The product owner sees that the project mission and vision have been included and are flawless but notices that an important element in the agile charter is missing. 

Out of the following, what piece is the agile project charter missing?

  • Success criteria

  • Assumption

  • Milestones

  • Constraints

Correct answer: Success criteria

The agile project charter will include the mission, vision, and success criteria. These are typical components of an agile project charter. This document provides information on why this project exists. It aligns stakeholders' expectations and an agreed-upon definition of what it means for the project to be successful.  

111.

During project execution, in the manage project knowledge process, you gather information to be an input into the lessons learned register. Which of the following will the lessons learned register be transferred to during the end of the project? 

  • Lessons learned repository

  • Issue log

  • Future projects report

  • Requirements traceability matrix

Correct answer: Lessons learned repository

The lessons learned register is a document used to capture the knowledge gained during the project lifecycle. The lessons learned register includes categories and descriptions of situations and the impact, recommendations, and proposed actions on each circumstance. This register captures challenges, problems, risks, opportunities, and content applicable to lessons learned. The lessons learned register is an output of the managed project knowledge process. Knowledge can be captured utilizing videos, pictures, audio, or appropriate means. During the closing of a project, this information is transferred to the lessons learned repository. 

112.

The project sponsor is discussing a high-performing project team factor with you. She mentions that project teams that are acknowledged for their hard work are even more likely to perform well. What high-performing project team factor does this describe?

  • Recognition

  • Resilience

  • Empowerment

  • Collaboration

Correct answer: Recognition

Project teams or team members who are recognized for their work and the performance they achieve are more likely to continue to perform well. The simple act of showing appreciation and acknowledgment can reinforce positive behavior. Recognition is an effective leadership factor that leads to high-performing project teams. 

113.

As you are walking out of your meeting, a senior stakeholder approaches you and requests a particular document to be sent to them. This document illustrates a high-level description of the project and also states its purpose for it. You remember that the document is very concise and also is used to align and motivate the project team to contribute to the project. 

What type of document is the senior stakeholder requesting?

  • Project vision statement

  • Project mission statement

  • Project brief

  • Roadmap

Correct answer: Project vision statement

The project vision statement is a concise, high-level description of the project. It states the purpose and inspires the team to commit to the project. A project vision statement is considered a strategic artifact that is created at the beginning of a project to address strategic, business, or high-level information. A project vision typically does not change and is reviewed often throughout the project lifecycle. 

114.

The sponsor calls you into a meeting to review a quantifiable estimated value of an outcome. This information is used to evaluate the value of uncertainty within your project. What analysis tool did the sponsor use?

  • Expected monetary value (EMV)

  • Earned value analysis

  • Influence diagram

  • Lifecycle assessment

Correct answer: Expected monetary value (EMV)

The Expected Monetary Value (EMV) is the estimated value of an outcome expressed in monetary terms. The EMV is used to quantify the value of uncertainty (risk) or compare the value of alternatives that aren't equivalent. EMV is calculated by multiplying the probability of an event that will occur and the impact of this event. 

115.

After conducting a cost-benefit analysis, it is determined that the project you are working on will increase company sales by 15% over the next three years. The organization has set a goal to increase sales by 12% within the next three years. This project fits into what?

  • The company's strategic plan

  • The company's business need for the project

  • The project statement of work

  • The product scope description

Correct answer: The company's strategic plan

The strategic plan documents the organization’s strategic vision, goals, and objectives and may contain a high-level mission statement. All projects should be aligned with their organization’s strategic plan. Strategic plan alignment ensures that each project contributes to the overall objectives of the organization.

In this case, the organization has announced it would like to see a 12% increase in sales over the next three years, and completing this project will exceed that organizational goal.

116.

You are a project manager in an Agile/adaptive environment and in the process of developing the project integration management plan. What key consideration in developing the project integration management plan should you have?

  • That the team members determine how plans and components should integrate

  • That each phase of the project should be completed before the next phase begins

  • That the links among the project management process groups may be iterative

  • That the role of the servant leader should ensure the deliverable due dates are aligned

Correct answer: That the team members determine how plans and components should integrate

While the role of the project manager doesn't change during project integration management, control of the detailed product planning and delivery is delegated to the Agile team in an adaptive environment. The project manager focuses more on building a collaborative environment, conductive to allowing the team to respond to change.

117.

You have just acquired a new project, and the customer is requesting frequent updates that provide them with the value of the project. Which tool and technique can be used by both Agile and waterfall approaches to deliver incremental value to the customer?

  • Rolling wave planning

  • Decomposition

  • Milestone List

  • Schedule Management Plan

Correct answer: Rolling wave planning

Rolling wave planning is an iterative planning tool and technique, where value can be delivered to the customer incrementally. The work that needs to be delivered in the near term is planned in detail, whereas the work in the future is planned at a higher level. Rolling wave planning can help Agile projects focus on the short-term objectives while keeping the larger picture in mind. 

Decomposition is a tool and technique used for dividing and subdiving the project scope and project deliverables into smaller, more manageable parts.

The schedule management plan is an input into the Define Activities process, and the milestone list is an output.

118.

You have been reassigned to a new project and have been told by a senior executive to represent their name in your meetings. What power of the project manager comes from another person respecting them?

  • Referent

  • Expert

  • Reward

  • Formal

Correct answer: Referent

Referent is the power of a project manager that comes from another person respecting them, along with liking or wanting to be like them.

Expert is the power of the project manager that refers to them being a technical or project management expert.

Reward is the power of the project manager that is based on their ability to provide rewards.

Formal is the power of the project manager that is based on their position within the organization.

119.

You meet with the project team to explore why various quality issues emerge during your project's execution. You want to determine an effective solution for your next meeting with the project sponsor. What analysis technique would be best used?

  • Root cause analysis

  • Regression analysis

  • Stakeholder analysis

  • SWOT analysis

Correct answer: Root cause analysis

Root cause analysis is an analytical technique that is utilized to determine the underlying cause of variance, defect, or risk. Root causes may have more than one variance, defect, or risk. This analysis could also be used to solve a problem when a root cause is identified. Problems do not reoccur when the root causes are completely removed.

120.

You are brought on to a project to lead the deployment of the new software utilizing predictive methods. However, you realize that this project was part of a much larger effort that included agile methods to code the program. What development approach was utilized in creating this project? 

  • Hybrid approach

  • Predictive approach

  • Adaptive approach

  • Operational approach

Correct answer: Hybrid approach

A hybrid approach is a development approach that uses both adaptive and predictive approaches. Some parts of the projects may be derived from a predictive approach and some from an adaptive approach. The hybrid approach is utilized when there is uncertainty or risk that is a result of the requirements. Hybrid approaches may often utilize an iterative or incremental development approach. Iterative approaches are used best for clarifying requirements and exploring options. Incremental approaches are best used to produce a deliverable throughout a series of iterations.

A predictive approach is utilized when the project and product requirements can be defined, collected, and analyzed at the beginning stages of the project. A predictive approach is often known as the waterfall approach. In this type of project approach, there is often a high level of risk that may require recurring reviews, change control mechanisms, and replanning. There is also a significant investment that is involvement. Scope schedule, cost, resources, and risk are defined at the beginning of the project and are often quite stable. Projects that use this approach oftentimes may have templates from similarly executed projects in the past.

Adaptive approaches are best used when requirements have concerns with high levels of uncertainty and volatility. These requirements are likely to change throughout the performance of the project. Although a clear vision of the project is set at the start, the requirements are refined, detailed, changed, or replaced as a result of obtained feedback or the changing environment. Agile approaches are often considered adaptive approaches.

The operational approach is a made-up term and is not a PMI development approach as a way to create and evolve the product, service, or result during the project lifecycle.

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