This page was exported from IT certification exam materials [ http://blog.dumpleader.com ] Export date:Tue Jan 28 22:57:18 2025 / +0000 GMT ___________________________________________________ Title: Free PMI Certification CAPM Ultimate Study Guide (Updated 1090 Questions) [Q257-Q281] --------------------------------------------------- Free PMI Certification CAPM Ultimate Study Guide (Updated 1090 Questions) Get to the Top with CAPM Practice Exam Questions NEW QUESTION 257The degree of uncertainty an entity is willing to take on in anticipation of a reward is known as its risk:  management  response  tolerance  appetite Section: Volume BExplanationExplanation:11 PROJECT RISK MANAGEMENT[..]Organizations perceive risk as the effect of uncertainty on projects and organizational objectives. Organizations and stakeholders are willing to accept varying degrees of risk depending on their risk attitude. The risk attitudes of both the organization and the stakeholders may be influenced by a number of factors, which are broadly classifed into three themes:Risk appetite, which is the degree of uncertainty an entity is willing to take on in anticipation of a reward.Risk tolerance, which is the degree, amount, or volume of risk that an organization or individual will withstand.Risk threshold, which refers to measures along the level of uncertainty or the level of impact at which astakeholder may have a specific interest. Below that risk threshold, the organization will accept the risk. Above that risk threshold, the organization will not tolerate the risk.For example, an organization’s risk attitude may include its appetite for uncertainty, its threshold for risk levels that are unacceptable, or its risk tolerance at which point the organization may select a different risk response.Positive and negative risks are commonly referred to as opportunities and threats. The project may be accepted if the risks are within tolerances and are in balance with the rewards that may be gained by taking the risks. Positive risks that offer opportunities within the limits of risk tolerances may be pursued in order to generate enhanced value. For example, adopting an aggressive resource optimization technique is a risk taken in anticipation of a reward for using fewer resources.NEW QUESTION 258Which type of analysis is used as a general management technique within the Plan Procurements process?  Risk assessment analysis  Make or buy analysis  Contract value analysis  Cost impact analysis NEW QUESTION 259One of the tools and techniques of the Manage Project Team process is:  organization charts.  ground rules.  organizational theory,  conflict management. Explanation/Reference:Explanation:9.4.2.3 Conflict ManagementConflict is inevitable in a project environment. Sources of conflict include scarce resources, scheduling priorities, and personal work styles. Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict.Successful conflict management results in greater productivity and positive working relationships. When managed properly, differences of opinion can lead to increased creativity and better decision making. If the differences become a negative factor, project team members are initially responsible for their resolution. If conflict escalates, the project manager should help facilitate a satisfactory resolution. Conflict should be addressed early and usually in private, using a direct, collaborative approach. If disruptive conflict continues, formal procedures may be used, including disciplinary actions.The success of project managers in managing their project teams often depends a great deal on their ability to resolve conflict. Different project managers may utilize different conflict resolution methods.Factors that influence conflict resolution methods include:* Relative importance and intensity of the conflict,* Time pressure for resolving the conflict,* Position taken by persons involved, and* Motivation to resolve conflict on a long-term or a short-term basis.There are five general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order:Withdraw/Avoid. Retreating from an actual or potential conflict situation; postponing the issue to bebetter prepared or to be resolved by others.Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; concedingone’s position to the needs of others to maintain harmony and relationships.Compromise/Reconcile. Searching for solutions that bring some degree of satisfaction to all parties inorder to temporarily or partially resolve the conflict.Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usuallyenforced through a power position to resolve an emergency.Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from differing perspectives;requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.Process: 9.4 Manage Project TeamDefinition: The process of tracking team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.Key Benefit: The key benefit of this process is that it influences team behavior, manages conflict, resolves issues, and appraises team member performance.Inputs1. Human resource management plan2. Project staff assignments3. Team performance assessments4. Issue log5. Work performance reports6. Organizational process assetsTools & Techniques1. Observation and conversation2. Project performance appraisals3. Conflict management4. Interpersonal skillsOutputs1. Change requests2. Project management plan updates3. Project documents updates4. Enterprise environmental factors updates5. Organizational process assets updatesNEW QUESTION 260Which items are components of a project management plan?  Change management plan, process improvement plan, and scope management plan  Agreements, procurement management plan, and work performance information  Schedule management plan, project schedule, and resource calendars  Scope baseline, project statement of work, and requirements traceability matrix NEW QUESTION 261What risk response strategy involves removing high-risk scope elements from a project?  Transfer  Avoid  Exploit  Accept Section: Volume ENEW QUESTION 262The progressive detailing of the project management plan is called:  expert judgment.  rolling wave planning.  work performance information.  specification. NEW QUESTION 263Processes in the Initiating Process Group may be completed at the organizational level and be outside of the project’s:  Level of control.  Communication channels.  Scope.  Strategic alignment. Section: Volume BNEW QUESTION 264Which of the following buffers protects the target finish date from slippage along the critical chain?  Critical buffer  Project buffer  Duration buffer  Feeding buffer Explanation/Reference:Explanation:6.6.2.3 Critical Chain MethodThe critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is known as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains. The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.Figure 6-19. Example of Critical Chain MethodNEW QUESTION 265Which of the following is an output of the Perform Integrated Change Control process?  Cost-benefit analysis  Updated project charter  Approved change request  Multicriteria decision analysis Section: Volume ENEW QUESTION 266What is the common factor among portfolios, programs, and projects, regardless of the hierarchy within an organization?  Resources and stakeholders  Operations and performance  Subsidiary projects  Project manager Section: Volume ENEW QUESTION 267A strengths, weaknesses, opportunities, and threats (SWOT) analysis is a tool or technique used in which process?  Identify Risks  Control Risks  Perform Quantitative Risk Analysis  Perform Qualitative Risk Analysis NEW QUESTION 268A stakeholder is reading project documents given by the project manager. The stakeholder is curious about the difference between a verified deliverable and an accepted deliverable.Which of the following definitions can the project manager use to explain the difference?  An accepted deliverable is approved by the project team; a verified deliverable is approved and formally signed off by the customer or sponsor.  An accepted deliverable has been checked and confirmed for accuracy through the Control Quality process; a verified deliverable meets acceptance criteria that is formally signed off and approved by the customer or sponsor.  An accepted deliverable meets acceptance criteria and is formally signed off and approved by the customer or sponsor a verified deliverable is a completed project deliverable that has been checked and confirmed for accuracy through the Control Quality process.  An accepted deliverable meets acceptance criteria and is signed off by the project manager; a verified deliverable meets acceptance criteria and is signed off by the customer or sponsor. Explanation/Reference:Reference: https://4squareviews.com/2013/03/15/5th-edition-pmbok-guide-chapter-5-process-5-5-validate- scope/NEW QUESTION 269In which domain of project management would a Pareto chart provide useful information?  Project Scope Management  Project Time Management  Project Communications Management  Project Quality Management NEW QUESTION 270Define Activities and Estimate Activity Resources are processes in which project management Knowledge Area?  Project Time Management  Project Cost Management  Project Scope Management  Project Human Resource Management Section: Volume DNEW QUESTION 271A project team member agrees to change a project deliverable after a conversation with an external stakeholder. It is later discovered that the change has had an adverse effect on another deliverable. This could have been avoided if the project team had implemented:  Quality assurance.  A stakeholder management plan.  Project team building.  Integrated change control. Section: Volume BExplanation:Process: 4.5 Perform Integrated Change ControlPerform Integrated Change Control is the process of reviewing all change requests; approving changes and managing changes to deliverables, organizational process assets, project documents, and the project management plan; and communicating their disposition. It reviews all requests for changes or modifications to project documents, deliverables, baselines, or the project management plan and approves or rejects the changes.Key Benefit: The key benefit of this process is that it allows for documented changes within the project to be considered in an integrated fashion while reducing project risk, which often arises from changes made without consideration to the overall project objectives or plans.Inputs1. Project management plan2. Work performance reports3. Change requests4. Enterprise environmental factors5. Organizational process assetsTools & Techniques1. Expert judgment2. Meetings3. Change control toolsOutputs1. Approved change requests2. Change log3. Project management plan updates4. Project documents updatesNEW QUESTION 272What type of planning is used where the work to be accomplished in the near term is planned in detail, while work in the future is planned at a higher level?  Finish-to-start planning  Rolling wave planning  Short term planning  Dependency determination NEW QUESTION 273What provides information regarding the ways people, teams, and organizational units behave?  Organizational chart  Organizational theory  Organizational structure  Organizational behavior NEW QUESTION 274In which Project Management Process Group is the project charter developed?  Monitoring and Controlling  Executing  Initiating  Planning NEW QUESTION 275Which of the following is an example of an internal factor that influences the outcome of the project?  Legal restrictions  Financial considerations  Commercial database  Geographic distribution of facilities Section: Volume ENEW QUESTION 276Which of the following is a conflict resolution technique that emphasizes areas of agreement rather than areas of difference?  Compromising  Collaborating  Smoothing  Problem Solving Section: Volume DExplanation:There are five general techniques for resolving conflict. As each one has its place and use, these are not given in any particular order:Withdraw/Avoid. Retreating from an actual or potential conflict situation; postponing the issue to be betterprepared or to be resolved by others.Smooth/Accommodate. Emphasizing areas of agreement rather than areas of difference; conceding one’sposition to the needs of others to maintain harmony and relationships.Compromise/Reconcile. Searching for solutions that bring some degree of satisfaction to all parties in orderto temporarily or partially resolve the conflict.Force/Direct. Pushing one’s viewpoint at the expense of others; offering only win-lose solutions, usuallyenforced through a power position to resolve an emergency.Collaborate/Problem Solve. Incorporating multiple viewpoints and insights from differing perspectives;requires a cooperative attitude and open dialogue that typically leads to consensus and commitment.NEW QUESTION 277The PV is $1000, EV is $2000, and AC is $1500. What is CPI?  1.33  2  0.75  0.5 Section: Volume DExplanation/Reference:Explanation:CPI = EV / ACNEW QUESTION 278Which of the following statements best describes the influence of stakeholders and the cost of changes as project time advances?  The influence of the stakeholders increases, the cost of changes increases.  The influence of the stakeholders decreases, the cost of changes increases.  The influence of the stakeholders increases, the cost of changes decreases.  The influence of the stakeholders decreases, the cost of changes decreases. NEW QUESTION 279One of the objectives of a quality audit is to:  highlight the need for root cause analysis.  share the process documentation among stakeholders.  offer assistance with non-value-added activities.  identify all of the gaps or shortcomings. NEW QUESTION 280Funding limit reconciliation is a tool and technique of which Project Cost Management process?  Estimate Costs  Control Costs  Plan Cost Management  Determine Budget NEW QUESTION 281Which type of organizational structure is displayed in the diagram provided?  Balanced matrix  Projectized  Strong matrix  Functional  Loading … What is the duration of CAPM Exam The duration of this exam is 3 hours.   Pass PMI CAPM exam - questions - convert Tets Engine to PDF: https://www.dumpleader.com/CAPM_exam.html --------------------------------------------------- Images: https://blog.dumpleader.com/wp-content/plugins/watu/loading.gif https://blog.dumpleader.com/wp-content/plugins/watu/loading.gif --------------------------------------------------- --------------------------------------------------- Post date: 2022-11-19 12:03:55 Post date GMT: 2022-11-19 12:03:55 Post modified date: 2022-11-19 12:03:55 Post modified date GMT: 2022-11-19 12:03:55