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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q103-Q108):
NEW QUESTION # 103
A project manager managing a cross-cultural virtual project team across several time zones should be concerned about the impacts of which communication technology factor?
- A. Ease of use
- B. Project environment
- C. Urgent information need
- D. Sensitivity of information
Answer: B
Explanation:
Section: Volume A
Explanation:
Project environment. There is a need to determine if the team will meet and operate on a face-to-face basis or in a virtual environment; whether they will be located in one or multiple time zones; whether they will use multiple languages for communication; and finally, whether there are any other project environmental factors, such as culture, which may affect communications.
NEW QUESTION # 104
How can a project manager evaluate project team development?
- A. Hold weekly meetings to engage every member
- B. Complete a personal skill assessment on each team member
- C. Produce team performance assessments
- D. Provide recognition awards to team members
Answer: C
Explanation:
Section: Volume E
NEW QUESTION # 105
Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?
- A. Historical relationships
- B. Dependency determination
- C. Bottom-up estimating
- D. Rolling wave planning
Answer: D
NEW QUESTION # 106
Which Develop Schedule tool and technique produces a theoretical early start date and late start date?
- A. Schedule comparison bar charts
- B. Variance analysis
- C. Schedule compression
- D. Critical path method
Answer: D
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 # 107
What can a project1 manager review to understand the status of project?
- A. Business case completeness
- B. Cost and scope baselines
- C. Quality and technical performance measures
- D. Work breakdown structure (WBS) status
Answer: C
NEW QUESTION # 108
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