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NEW QUESTION # 330
What process is used to identify quality requirements and/or standards for a project and its deliverables'?
- A. Perform Qualitative Risk Analysis
- B. Plan Quality Management
- C. Manage Quality
- D. Control Quality
Answer: B
NEW QUESTION # 331
Which of the following buffers protects the target finish date from slippage along the critical chain?
- A. Critical buffer
- B. Feeding buffer
- C. Project buffer
- D. Duration buffer
Answer: C
NEW QUESTION # 332
Product requirements specify a functionality that depends upon expertise that is unavailable internally. What process should be implemented to generate a make-or-buy decision?
- A. Plan Risk Responses
- B. Plan Risk Management
- C. Conduct Procurements
B Plan Procurement Management
Answer: A
NEW QUESTION # 333
What is the purpose of the project schedule management.
- A. It provides the relationships among the project activities and their risks.
- B. Estimates specific time and the deadline when the products, services and results will be delivered.
- C. Determines in details the resources and time that each task will require to be done
- D. Represents how and when the project will deliver the results defined in the project scope.
Answer: D
NEW QUESTION # 334
Which Process Group contains those processes performed to define a new project?
- A. Executing
- B. Initiating
- C. Planning
- D. Closing
Answer: B
Explanation:
Section: Volume D
NEW QUESTION # 335
The process of estimating the type and quantity of material, human resources, equipment, or supplies required to perform each activity is known as:
- A. Estimate Activity Resources.
- B. Conduct Procurements.
- C. Estimate Activity Durations.
- D. Collect Requirements.
Answer: A
NEW QUESTION # 336
The activity tailoring is necessary because:
- A. each project is unique, and the project team must plain how to apply all the tools, techniques, inputs, and outputs in the PMBOK Guide
- B. each project is unique, and the members of the project team should select the appropriate tools, techniques, inputs, and outputs from the PMBOK Guide
- C. the members of the project team need to understand the PMBOK Guide processes, which are applied to all projects
- D. the members of the project team need to select the appropriate order of every tool, technique, input, and output listed in the PMBOK Guide, this is required for all projects
Answer: B
NEW QUESTION # 337
Company A has just been notified about a new legal requirement for its business operations.
What is the classification of this item?
- A. External enterprise environmental factor
- B. Organizational process asset
- C. Risk register database
- D. Internal enterprise environmental factor
Answer: D
NEW QUESTION # 338
When managing costs in an agile environment, what should a project manager consider?
- A. Agile environments make projects more costly and uncertain.
- B. Detailed cost calculations benefit from frequent changes.
- C. Lightweight estimation methods can be used as changes arise.
- D. Agile environments make cost aggregation more difficult.
Answer: C
NEW QUESTION # 339
Which process involves determining, documenting, and managing stakeholders' needs and requirements to meet project objectives?
- A. Define Scope
- B. Define Activities
- C. Collect Requirements
- D. Plan Scope Management
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Process: 5.2 Collect Requirements
Definition: The process of determining, documenting, and managing stakeholder needs and requirements to meet project objectives.
Key Benefit: The key benefit of this process is that it provides the basis for defining and managing the project scope including product scope.
Inputs
1. Scope management plan
2. Requirements management plan
3. Stakeholder management plan
4. Project charter
5. Stakeholder register
Tools & Techniques
1. Interviews
2. Focus groups
3. Facilitated workshops
4. Group creativity techniques
5. Group decision-making techniques
6. Questionnaires and surveys
7. Observations
8. Prototypes
9. Benchmarking
10.Context diagrams
11.Document analysis
Outputs
1. Requirements documentation
2. Requirements traceability matrix
NEW QUESTION # 340
A project manager should consider the impact of project..............manager following A project manager should consider the impact of project decisions on supporting and maintaining the product along with project results Which process is the project manager following?
- A. Project Cost Management
- B. Project Scope Management
- C. Project Integration Management
- D. Project Resources Management
Answer: B
NEW QUESTION # 341
The cost baseline and project funding requirements are outputs of which process in Project Cost Management?
- A. Estimate Costs
- B. Determine Budget
- C. Control Costs
- D. Plan Cost Management
Answer: B
Explanation:
Section: Volume B
Explanation:
7.3.3.1 Cost Baseline
The cost baseline is the approved version of the time-phased project budget, excluding any management reserves, which can only be changed through formal change control procedures and is used as a basis for comparison to actual results. It is developed as a summation of the approved budgets for the different schedule activities.
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized 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. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
NEW QUESTION # 342
Which of the following tasks focuses on decomposing work packages?
- A. Complete rolling wave planning
- B. Develop milestone list
- C. Define activities
- D. Adjust duration estimates
Answer: C
NEW QUESTION # 343
What Knowledge Area must be led by the project manager and cannot be delegated to other specialists?
- A. Project Cost Management
- B. Project Schedule Management
- C. Project Integration Management
- D. Project Risk Management
Answer: C
NEW QUESTION # 344
What characteristic of servant leadership supports resource management in an agile environment?
- A. Lecturing
- B. Controlling
- C. Measuring
- D. Coaching
Answer: D
Explanation:
Section: Volume E
NEW QUESTION # 345
Sensitivity analysis is typically displayed as a/an:
- A. Ishikawa diagram.
- B. Pareto diagram.
- C. Tornado diagram.
- D. Decision tree diagram.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
11.4.2.2 Quantitative Risk Analysis and Modeling Techniques
* Sensitivity analysis. Sensitivity analysis helps to determine which risks have the most potential impact on the project. It helps to understand how the variations in project's objectives correlate with variations in different uncertainties. Conversely, it examines the extent to which the uncertainty of each project element affects the objective being studied when all other uncertain elements are held at their baseline values. One typical display of sensitivity analysis is the tornado diagram (Figure 11-15), which is useful for comparing relative importance and impact of variables that have a high degree of uncertainty to those that are more stable. The Tornado diagram is also helpful in analyzing risk-taking scenarios enabled on specific risks whose quantitative analysis highlights possible benefits greater than corresponding identified negative impacts. A tornado diagram is a special type of bar chart used in sensitivity analysis for comparing the relative importance of the variables. In a tornado diagram, the Y- axis contains each type of uncertainty at base values, and the X-axis contains the spread or correlation of the uncertainty to the studied output. In this fgure, each uncertainty contains a horizontal bar and is ordered vertically to show uncertainties with a decreasing spread from the base values.
NEW QUESTION # 346
Which of the following risk response strategies involves allocating ownership of a positive risk to a third party?
- A. Avoid
- B. Share
- C. Transfer
- D. Mitigate
Answer: B
Explanation:
Section: Volume C
NEW QUESTION # 347
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:
Explanation/Reference:
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 # 348
What should the project manager use to evaluate the politics and power structure among stakeholders inside and outside of the organization?
- A. Team agreements
- B. Communication skills
- C. Interpersonal skills
- D. Expert judgment
Answer: D
NEW QUESTION # 349
Which of the following tools and techniques is used in the Develop Project Team process?
- A. Acquisitions
- B. Virtual teams
- C. Team-building activities
- D. Organizational theories
Answer: C
Explanation:
Section: Volume E
Explanation:
9.3.2.3 Team-Building Activities
Team-building activities can vary from a 5-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships. The objective of team- building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the beneft of face-to-face contact. Informal communication and activities can help in building trust and establishing good working relationships.
As an ongoing process, team building is crucial to project success. While team building is essential during the initial stages of a project, it is a never-ending process. Changes in a project environment are inevitable, and to manage them effectively, a continued or a renewed team-building effort should be applied. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems.
One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman & Jensen, 1977), which includes fve stages of development that teams may go through. Although it's common for these stages to occur in order, it's not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.
Forming. This phase is where the team meets and learns about the project and their formal roles and
responsibilities. Team members tend to be independent and not as open in this phase.
Storming. During this phase, the team begins to address the project work, technical decisions, and the
project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.
Norming. In the norming phase, team members begin to work together and adjust their work habits and
behaviors to support the team. The team learns to trust each other.
Performing. Teams that reach the performing stage function as a well-organized unit. They are
interdependent and work through issues smoothly and effectively.
Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This
typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6). The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.
9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates
NEW QUESTION # 350
Which Develop Schedule tool and technique produces a theoretical early start date and late start date?
- A. Schedule comparison bar charts
- B. Schedule compression
- C. Critical path method
- D. Variance analysis
Answer: C
Explanation:
Explanation/Reference:
Explanation:
6.6.2.2 Critical Path Method
The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints.
The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.
On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed "total float." A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths.
Process: 6.6 Develop Schedule
Definition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Project schedule network diagrams
5. Activity resource requirements
6. Resource calendars
7. Activity duration estimates
8. Project scope statement
9. Risk register
10.Project staff assignments
11.Resource breakdown structure
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource optimization techniques
5. Modeling techniques
6. Leads and lags
7. Schedule compression
8. .Scheduling tool
Outputs
1. Schedule baseline
2. .Project schedule
3. Schedule data
4. Project calendars
5. Project management plan updates
6. Project documents updates
NEW QUESTION # 351
A measure of cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal and is expressed as the ratio of the cost needed for finishing the outstanding work to the remaining budget is known as the:
- A. to-complete performance index
- B. cost performance index
- C. budget at completion (BAC)
- D. earned value management (EVM)
Answer: A
Explanation:
Explanation/Reference:
Explanation:
TCPI = (BAC - EV)/(BAC - AC)
NEW QUESTION # 352
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The benefits of earning a CAPM certification are numerous. Certified Associate in Project Management (CAPM) certification demonstrates to employers that the candidate has a solid foundation in project management principles and terminology. It also shows that the candidate is committed to the profession and has taken the initiative to earn a globally recognized certification. Additionally, the certification can help individuals increase their earning potential and advance their career in project management.
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