CAPM Practice Test 24 — 15 Questions

Question 1

Which TWO of the following are valid techniques for schedule compression in a predictive project?

Accepted Answer

Fast tracking. Options A and D are correct. Fast tracking involves overlapping activities that would normally be done in sequence, shortening the schedule. Crashing adds resources to critical path activities to reduce duration. Option B is wrong because adding lag increases duration. Option C is wrong because Monte Carlo simulation is a risk analysis technique, not schedule compression. Option E is wrong because resource leveling often lengthens the schedule by balancing resource demand.

Answer

Adding lag

Answer

Monte Carlo simulation

Answer

Resource leveling

Question 2

A project manager is reviewing the project schedule and sees that Task D depends on the completion of Task C, but Task C can start only after Task B finishes. Task B can start only after Task A. This is an example of which dependency?

Accepted Answer

Sequential dependency. The tasks are linked in a series: A→B→C→D. Option A is wrong because parallel dependency allows tasks to overlap, not sequential. Option C is wrong because lag dependency refers to a delay between tasks, not a sequential chain. Option D is wrong because merge activity is when multiple predecessors converge on a single task, which is not the case here.

Answer

Parallel dependency

Answer

Lag dependency

Answer

Merge activity

Question 3

Which TWO of the following are outputs of the requirements management process?

Accepted Answer

Requirements management plan. The requirements management process produces the requirements management plan and the requirements traceability matrix as its key outputs. The requirements management plan defines how requirements will be collected, analyzed, documented, and managed throughout the project, while the requirements traceability matrix links each requirement to its origin, design, testing, and delivery. These are the formal outputs specified in the PMBOK Guide for the Collect Requirements process.

Answer

Solution design specification

Answer

Project scope statement

Answer

Business case

Question 4

Which TWO techniques are commonly used for requirements elicitation? (Choose two.)

Accepted Answer

Surveys. Surveys and interviews are both fundamental techniques for requirements elicitation in business analysis. Surveys allow efficient collection of input from a large number of stakeholders, while interviews provide in-depth, one-on-one exploration of stakeholder needs. Both are considered standard elicitation methods in the CAPM Business Analysis Frameworks domain.

Answer

Acceptance criteria definition

Answer

Requirements traceability

Answer

Gap analysis

Question 5

You are managing a software development project following a predictive plan-based methodology. The project schedule is based on the critical path method (CPM). While reviewing the schedule, you notice that a non-critical path has a total float of -5 days, indicating a scheduling error. The project is in the planning phase, and the baseline has not yet been set. What should you do to resolve this negative float?

Accepted Answer

Analyze the schedule logic, correct any errors in dependencies or duration estimates, and recalculate the schedule.. Negative total float on a non-critical path typically indicates an error in the schedule logic, such as incorrect dependencies, misestimated durations, or a logical loop. Since the project is still in the planning phase and no baseline is set, the correct action is to analyze the schedule, identify and correct the errors in dependencies or duration estimates, and then recalculate the schedule. This resolves the negative float without unnecessary compression. Option A is incorrect because applying schedule compression (crashing or fast-tracking) to a non-critical path is inappropriate; compression should be reserved for critical paths when schedule acceleration is needed. Option C is incorrect because ignoring the negative float could propagate errors. Option D is incorrect because adding the non-critical path to the critical path artificially changes the schedule logic without addressing the underlying error.

Answer

Apply schedule compression techniques like crashing or fast-tracking to the non-critical path.

Answer

Ignore the negative float since it's not on the critical path.

Answer

Add the non-critical path to the critical path to eliminate the negative float.

Question 6

During the execution phase of a software development project, the team discovers a critical bug that requires an immediate fix. The project manager uses the contingency reserve to address this. Which plan-based process is being applied?

Accepted Answer

Perform Integrated Change Control. D is correct because using the contingency reserve to address a critical bug requires a formal change request to authorize the release of funds from the reserve. This aligns with the Perform Integrated Change Control process, which evaluates, approves, and manages changes to project baselines, including the cost baseline. The project manager must submit a change request, which is then reviewed by the Change Control Board (CCB) before the contingency reserve can be applied.

Answer

Direct and Manage Project Work

Answer

Monitor and Control Project Work

Answer

Close Project or Phase

Question 7

Which of the following best describes a project versus ongoing operations?

Accepted Answer

Projects are temporary; operations are ongoing. Projects are temporary endeavors with a defined beginning and end, whereas operations are ongoing activities that produce repetitive outputs. Option A is incorrect because projects deliver unique outputs, not ongoing outputs. Option B is incorrect because projects are unique, not repetitive, and operations are repetitive. Option C is incorrect because profitability is not a defining characteristic; both projects and operations can aim for profit or value.

Answer

Projects have ongoing outputs; operations have defined deliverables

Answer

Projects are repetitive; operations are unique

Answer

Projects focus on profit; operations focus on value

Question 8

A BA is analyzing the cost-benefit analysis for a project and finds that the net present value (NPV) is negative. What does this indicate?

Accepted Answer

The costs exceed the benefits over the project's life.. A negative net present value (NPV) indicates that the present value of the project's costs exceeds the present value of its benefits over the project's life. Therefore, the project is not financially viable. Option B is correct: the costs exceed the benefits. Option A is incorrect because a negative NPV means the project is not viable. Option C is incorrect because if benefits outweighed costs, NPV would be positive. Option D is incorrect because the payback period is not directly implied by NPV; a negative NPV does not necessarily mean a short payback period.

Answer

The project is financially viable.

Answer

The benefits outweigh the costs.

Answer

The payback period is short.

Question 9

Drag and drop the steps in the correct order as they typically occur during the early phases of a project according to PMI's project management framework.

Accepted Answer

Step 1: Assign project manager, Step 2: Develop and approve project charter, Step 3: Identify stakeholders, Step 4: Conduct kick-off meeting. According to PMBOK, initiating processes include developing the project charter and identifying stakeholders. The project manager should be assigned as early as possible, typically before or during charter development. While the kick-off meeting is part of planning, it often follows initiating. Therefore, the correct sequence is: first assign the project manager, then develop and approve the project charter, then identify stakeholders, and finally conduct the kick-off meeting.

Answer

Step 1: Develop and approve project charter, Step 2: Identify stakeholders, Step 3: Assign project manager, Step 4: Conduct kick-off meeting

Answer

Step 1: Conduct kick-off meeting, Step 2: Develop and approve project charter, Step 3: Identify stakeholders, Step 4: Assign project manager

Answer

Step 1: Identify stakeholders, Step 2: Develop and approve project charter, Step 3: Assign project manager, Step 4: Conduct kick-off meeting

Question 10

A project is in the execution phase. The earned value analysis shows a Cost Performance Index (CPI) of 0.8 and a Schedule Performance Index (SPI) of 0.9. What is the best interpretation of these metrics?

Accepted Answer

The project is over budget and behind schedule.. A CPI of 0.8 (less than 1) indicates the project is over budget (cost overrun), and an SPI of 0.9 (less than 1) indicates the project is behind schedule. Option B is wrong because it claims the project is under budget, but CPI < 1 means over budget. Option C is wrong because it claims ahead of schedule, but SPI < 1 means behind schedule. Option D is wrong because it claims both under budget and ahead of schedule, which is the opposite of the metrics.

Answer

The project is under budget but behind schedule.

Answer

The project is over budget but ahead of schedule.

Answer

The project is under budget and ahead of schedule.

Question 11

A project manager is estimating activity durations for a new software development project. The manager has data from three similar previous projects, but the new project is slightly larger in scope. Which estimating technique is most appropriate given the available data?

Accepted Answer

Analogous estimating. Analogous estimating is the most appropriate technique because it uses historical data from similar previous projects to estimate the current project's activity durations, adjusting for known differences such as scope. The other techniques are less suitable: parametric estimating requires a statistical relationship, three-point estimating needs optimistic/pessimistic/most likely estimates, and bottom-up estimating is too detailed for early stages.

Answer

Parametric estimating

Answer

Three-point estimating

Answer

Bottom-up estimating

Question 12

Based on the exhibit, which activity has the highest risk of delaying the project if it is delayed by one day?

Accepted Answer

Activity B. Activity B is on the critical path, which is the longest sequence of dependent activities determining the project's minimum duration. Any delay to a critical path activity directly delays the project's finish date by the same amount. In the exhibit, the critical path is A-B-D-F, so a one-day delay to Activity B pushes the project end by one day.

Answer

Activity C

Answer

Activity E

Answer

Activity A

Question 13

A project team is developing a quality management plan for a predictive software development project. Which tool is most appropriate to identify the root causes of potential defects?

Accepted Answer

Ishikawa diagram. The Ishikawa diagram (fishbone diagram) is used to identify root causes of problems. Option B (Pareto chart) is wrong because Pareto charts prioritize issues based on frequency, not root cause identification. Option C (Flowchart) is wrong because flowcharts map process steps, not root causes. Option D (Control chart) is wrong because control charts monitor process stability over time.

Answer

Pareto chart

Answer

Flowchart

Answer

Control chart

Question 14

You are a business analyst working on a project to digitize the supply chain operations of a large logistics company. After completing the requirements documentation, you review the requirements against the organization's strategic goals. You discover that several key requirements directly conflict with the company's recently announced strategic objective to reduce carbon emissions by 30% within two years. Specifically, the proposed solution relies on increased just-in-time deliveries that would require more transportation, contradicting the sustainability goal. You bring this to the attention of the project sponsor, who is the VP of Operations. The sponsor acknowledges the conflict but insists on proceeding with the original requirements, arguing that the strategic goal is not feasible and that operational efficiency is more important. The project is already approved and has a significant budget. What should the business analyst do?

Accepted Answer

Document the conflict and escalate to the steering committee for a decision on how to resolve the inconsistency.. The business analyst has a duty to escalate unresolved conflicts that threaten strategic alignment. Recording the conflict and escalating to the steering committee ensures that decision-makers with broader authority can resolve the issue. Updating the business case to align with requirements would be unethical if it contradicts strategy. Proceeding without action ignores the conflict, and ignoring it violates professional responsibility.

Answer

Record the conflict in the issues log and proceed with the project as planned, noting the risk in the risk register.

Answer

Update the business case to align the project's objectives with the new requirements, justifying the deviation from the strategic goal.

Answer

Ignore the conflict because the sponsor has the authority to make decisions, and the project has already been approved.

Question 15

During Sprint Planning, the Product Owner proposes a user story that is too large to fit in one Sprint. What should the team do?

Accepted Answer

Collaboratively break down the story into smaller, sprint-sized stories.. In Scrum, user stories that are too large (often called 'epics') must be decomposed into smaller, sprint-sized stories during Sprint Planning. The Product Owner and Development Team collaboratively break down the story to ensure each piece can be completed within a single Sprint, maintaining the Sprint Goal and timebox. This aligns with the Agile principle of sustainable pace and the Scrum Guide's emphasis on the Development Team's self-organization to determine how to deliver the Product Backlog items.

Answer

Reject the story and ask for a smaller one.

Answer

Accept the story and work overtime to complete it.

Answer

Accept the story and commit to completing it in the Sprint.