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NEW QUESTION 275
Grouping the stakeholders based on their level of authority and their level of concern regarding project outcomes describes which classification model for stakeholder analysis?
- A. Salience model
- B. Power/influence grid
- C. Influence/impact grid
- D. Power/interest grid
Answer: D
Explanation:
Section: Volume B
Explanation:
13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below:
Identify all potential project stakeholders and relevant information, such as their roles, departments,
interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
Analyze the potential impact or support each stakeholder could generate, and classify them so as to define
an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to
influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:
Power/interest grid, grouping the stakeholders based on their level of authority ("power") and their level or
concern ("interest") regarding the project outcomes;
Power/influence grid, grouping the stakeholders based on their level of authority ("power") and their active
involvement ("influence") in the project;
Influence/impact grid, grouping the stakeholders based on their active involvement ("influence") in the project
and their ability to effect changes to the project's planning or execution ("impact"); and Salience model, describing classes of stakeholders based on their power (ability to impose their will),
urgency (need for immediate attention), and legitimacy (their involvement is appropriate).
NEW QUESTION 276
Who is responsible for reviewing change requests and approving or rejecting the change requests?
- A. Project management office
- B. Change control board
- C. Project manager
- D. Project sponsor
Answer: B
Explanation:
Section: Volume E
Explanation:
Change Control Board (CCB). A formally chartered group responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project, and for recording and communicating such decisions.
NEW QUESTION 277
After defining activities in project schedule management, which processes should a project manager follow?
- A. Develop Schedule and Control Schedule
- B. Review Activities and Develop Schedule
- C. Estimate Activity Durations and Control Schedule
- D. Sequence Activities and Estimate Activity Durations
Answer: D
NEW QUESTION 278
An output of the Manage Stakeholder Engagement process is:
- A. change requests
- B. the stakeholder management plan
- C. the change log
- D. enterprise environmental factors
Answer: A
Explanation:
Section: Volume A
Explanation:
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
NEW QUESTION 279
A project manager requesting industry groups and consultants to recommend project intervention is relying on:
- A. Communication models.
- B. Enterprise environmental factors.
- C. Expert judgment
- D. Stakeholder participation.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Definition: Judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
NEW QUESTION 280
The initial development of a Project Scope Management plan uses which technique?
- A. Product analysis
- B. Alternatives identification
- C. Expert judgment
- D. Scope decomposition
Answer: C
Explanation:
Explanation/Reference:
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,
Consultants,
Stakeholders, including customers or sponsors,
Professional and technical associations,
Industry groups,
Subject matter experts (SME), and
Project management office (PMO).
NEW QUESTION 281
Which input to the Manage Stakeholder Engagement process is used to document changes that occur during the project?
- A. Expert judgment
- B. Issue log
- C. Change log
- D. Change requests
Answer: C
Explanation:
Section: Volume A
Explanation:
4.5.3.2 Change Log
A change log is used to document changes that occur during a project. These changes and their impact to the project in terms of time, cost, and risk, are communicated to the appropriate stakeholders. Rejected change requests are also captured in the change log.
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates
NEW QUESTION 282
The risk shared between the buyer and seller is determined by the:
- A. risk register.
- B. contract type.
- C. assumption log.
- D. quality checklist.
Answer: B
NEW QUESTION 283
Which tool or technique is used to manage change requests and the resulting decisions?
- A. Expert judgment
- B. Change log
- C. Change control tools
- D. Delphi technique
Answer: C
Explanation:
Section: Volume A
Explanation:
4.5.2.3 Change Control Tools
In order to facilitate Configuration and change management, manual or automated tools may be used. Tool selection should be based on the needs of the project stakeholders including organizational and environmental considerations and/or constraints.
Tools are used to manage the change requests and the resulting decisions. Additional considerations should be made for communication to assist the CCB members in their duties as well as distribute the decisions to the appropriate stakeholders
4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:
Corrective action-An intentional activity that realigns the performance of the project work with the project
management plan;
Preventive action-An intentional activity that ensures the future performance of the project work is aligned
with the project management plan;
Defect repair-An intentional activity to modify a nonconforming product or product component;
Updates-Changes to formally controlled project documents, plans, etc., to reflect modified or additional
ideas or content.
NEW QUESTION 284
Which is the correct hierarchy in a project environment, from most to least inclusive?
- A. Projects, portfolios, then programs
- B. Portfolios, projects, then programs
- C. Portfolios, programs, then projects
- D. Projects, programs, then portfolios
Answer: C
NEW QUESTION 285
An example of a group decision-ma king technique is:
- A. Majority.
- B. Nominal group technique.
- C. Affinity diagram.
- D. Multi-criteria decision analysis.
Answer: A
NEW QUESTION 286
Which element does a project charter contain?
- A. Management reserves
- B. Stakeholder list
- C. Work breakdown structure
- D. Stakeholder register
Answer: B
Explanation:
Section: Volume B
NEW QUESTION 287
Which of the following is an example of contract administration?
- A. Establishing evaluation criteria
- B. Developing the statement of work
- C. Negotiating the contract
- D. Authorizing contractor work
Answer: D
Explanation:
Section: Volume E
NEW QUESTION 288
A given schedule activity is most likely to last four weeks. In a best-case scenario, the schedule activity is estimated to last two weeks. In a worst-case scenario, the schedule activity is estimated to last 12 weeks.
Given these three estimates, what is the expected duration of the activity?
- A. Three weeks
- B. Five weeks
- C. Four weeks
- D. Six weeks
Answer: B
Explanation:
Section: Volume D
Explanation:
6.5.2.4 Three-Point Estimating
The accuracy of single-point activity duration estimates may be improved by considering estimation uncertainty and risk. This concept originated with the program evaluation and review technique (PERT). PERT uses three estimates to define an approximate range for an activity's duration:
Most likely (tM). This estimate is based on the duration of the activity, given the resources likely to be
assigned, their productivity, realistic expectations of availability for the activity, dependencies on other participants, and interruptions.
Optimistic (tO). The activity duration based on analysis of the best-case scenario for the activity.
Pessimistic (tP). The activity duration based on analysis of the worst-case scenario for the activity.
Depending on the assumed distribution of values within the range of the three estimates the expected duration, tE, can be calculated using a formula. Two commonly used formulas are triangular and beta distributions.
The formulas are:
Triangular Distribution. tE = (tO + tM + tP) / 3
Beta Distribution (from the traditional PERT technique). tE = (tO + 4tM + tP) / 6
Duration estimates based on three points with an assumed distribution provide an expected duration and clarify the range of uncertainty around the expected duration.
Formula:
E = (a + 4m + b) / 6
Application:
(2+ (4*4) +12)=30 /6 =5
NEW QUESTION 289
The process to ensure that appropriate quality standards and operational definitions are used is:
- A. Perform Quality Control.
- B. Perform Quality Assurance.
- C. Total Quality Management.
- D. Plan Quality.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
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 290
Which of the following processes audits the quality requirements and the results from quality control measures to ensure appropriate quality standards and operational definitions are used?
- A. Perform Quality Assurance
- B. Perform Quality Control
- C. Plan Quality
- D. Quality Metrics
Answer: A
Explanation:
Explanation/Reference:
Explanation:
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 291
A project manager is formalizing acceptance of the completed project deliverables.
What is an input to this process?
- A. Completed change requests
- B. Verified deliverables
- C. Validated deliverables
- D. Accepted deliverables
Answer: B
NEW QUESTION 292
Which of the following set of items belongs to the communications management plan?
- A. Escalation processes and stakeholder communication requirements
- B. Interactive communication model and information to be communicated
- C. Escalation processes and meeting management
- D. Project schedule and glossary of common terminology
Answer: B
Explanation:
Section: Volume E
NEW QUESTION 293
The activity of tailoring is necessary because:
- A. 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.
- B. Each project is unique, and the project team must plan how to apply all the tools, techniques, inputs, and outputs in the PMBOK Guide.
- C. The members of the project team need to understand the PMBOK Guide processes, which are applied to all projects.
- D. Each project is unique, and the members of the project team should select the appropriate tools, techniques, inputs, and outputs from the PMBOK Guide.
Answer: D
Explanation:
Section: Volume E
Explanation/Reference: https://www.greycampus.com/opencampus/project-management-professional/project-lifecycle-and- tailoring
NEW QUESTION 294
Which Manage Communications tool or technique focuses on identifying and managing barriers?
- A. Communication models
- B. Communication methods
- C. Information management systems
- D. Information technology
Answer: A
Explanation:
Explanation/Reference:
Explanation:
10.1.2.3 Communication Models
The communication models used to facilitate communications and the exchange of information may vary from project to project and also within different stages of the same project. [..]. Medium is the technology medium and includes the mode of communication while noise includes any interference or barriers that might compromise the delivery of the message. The sequence of steps in a basic communication model is:
Encode. Thoughts or ideas are translated (encoded) into language by the sender.
Transmit Message. This information is then sent by the sender using communication channel (medium).
The transmission of this message may be compromised by various factors (e.g., distance, unfamiliar technology, inadequate infrastructure, cultural difference, and lack of background information). These factors are collectively termed as noise.
Decode. The message is translated by the receiver back into meaningful thoughts or ideas.
Acknowledge. Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message
but this does not necessarily mean agreement with or comprehension of the message.
Feedback/Response. When the received message has been decoded and understood, the receiver
encodes thoughts and ideas into a message and then transmits this message to the original sender.
Process: 10.2 Manage Communications
Definition: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan.
Key Benefit: The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.
Inputs
1. Communications management plan
2. Work performance reports
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication technology
2. Communication models
3. Communication methods
4. Information management systems
5. Performance reporting
Outputs
1. Project communications
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates
NEW QUESTION 295
An input to Conduct Procurements is:
- A. Seller proposals.
- B. Selected sellers.
- C. Independent estimates.
- D. Resource calendars.
Answer: A
NEW QUESTION 296
A project manager is updating their CV or resume and realizes that they need to improve skills related to expertise in the industry and organizational knowledge. Which dimension of PMI's Talent Triangle best relates to this need to improve?
- A. Strategic and business management skills
- B. Organizational management
- C. Leadership skills
- D. Technical project management
Answer: A
Explanation:
Explanation/Reference:
Reference: https://www.pmi.org/learning/training-development/talent-triangle
NEW QUESTION 297
Change request status updates are an output of which process?
- A. Monitor and Control Project Work
- B. Perform Integrated Change Control
- C. Close Project or Phase
- D. Direct and Manage Project Execution
Answer: B
NEW QUESTION 298
Which organizational process assets update is performed during the Close Procurements process?
- A. Lessons learned
- B. Payment requests
- C. Performance reporting
- D. Procurement audit
Answer: A
NEW QUESTION 299
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