CAPM Practice Test 25 — 15 Questions

Question 1

Refer to the exhibit. The business analyst is analyzing system requirements for a payment gateway. Based on this error log, which non-functional requirement is most likely to be updated?

Accepted Answer

Performance requirement to increase timeout threshold. The error describes a transaction timeout, which relates to system performance. Therefore, the performance requirement for timeout threshold should be reviewed and potentially increased.

Answer

Usability requirement for user-friendly error messages

Answer

Availability requirement for 99.99% uptime

Answer

Security requirement to encrypt transactions

Question 2

You are a business analyst assigned to a project that aims to streamline the inventory management process for a mid-sized retail company. The project sponsor has verbally described the need for a new system but has not provided any formal documentation. During the kickoff meeting, the project manager asks you to start eliciting requirements immediately. However, you notice that there is no business case or project charter. The sponsor is not available to provide additional information until next week. The project manager is eager to show progress to stakeholders and wants to begin gathering requirements from users today. What should you do first?

Accepted Answer

Develop a business case based on the initial discussion with the sponsor and present it for approval before proceeding with requirements elicitation.. Without a business case, there is no justification or scope for the project. The business analyst should develop a business case based on the initial discussion to ensure the project aligns with organizational goals. Starting requirements without a business case risks scope creep and wasted effort. Asking the sponsor again may delay, but the sponsor is unavailable. Starting requirements immediately is premature. Escalating to the project manager is not productive as they already want to start.

Answer

Begin requirements elicitation with users as requested, and document assumptions about the business case for later validation.

Answer

Ask the project manager to obtain the business case from the sponsor before starting any requirements work.

Answer

Escalate the issue to the steering committee for a decision on whether to proceed without a business case.

Question 3

A startup is using Scrum to develop a mobile app. The product owner has a clear vision and has written detailed user stories for the first release. During sprint planning, the development team estimates that they can complete 40 story points per sprint. However, after two sprints, the team has only completed 30 points per sprint. The product owner is concerned and wants to hold the team accountable. The team says that the estimates were optimistic and that they are still learning the technology. The Scrum Master notices that the team is not using pair programming or test-driven development (TDD) as originally planned. The product owner suggests reducing scope for the next sprint to match the team’s actual velocity. The Scrum Master must decide the best way to proceed. What should the Scrum Master do?

Accepted Answer

Encourage the product owner to use the actual velocity of 30 as the basis for future sprint planning. The Scrum Master should use empirical data (actual velocity of 30 story points) to guide future sprint planning, not the initial optimistic estimate. This aligns with the Agile principle of transparency and adapting based on real team performance, especially when the team is still learning the technology. The product owner can then adjust scope realistically, avoiding overcommitment and fostering trust.

Answer

Replace the team lead to send a message about accountability

Answer

Set a goal of 40 story points and ask the team to be more productive

Answer

Insist that the team adopt pair programming and TDD immediately to improve productivity

Question 4

Which THREE of the following are tools and techniques used in the Control Schedule process?

Accepted Answer

Variance analysis. Variance analysis is a tool and technique in the Control Schedule process because it compares planned schedule performance (e.g., baseline dates) against actual results to identify deviations. It uses metrics like Schedule Variance (SV) and Schedule Performance Index (SPI) from earned value management to quantify schedule health and trigger corrective actions.

Answer

Cost-benefit analysis

Answer

Reserve analysis

Question 5

A business analyst is working on a project to implement a new human resources software. The project is using an Agile framework with two-week sprints. After three sprints, the product owner is frustrated because the team has not delivered any working functionality that can be demoed. The business analyst realizes that the user stories lack acceptance criteria and are too large to complete in a sprint. The team is also spending too much time on documentation. As the business analyst, what should you do to improve the situation?

Accepted Answer

Work with the product owner to break down large stories into smaller ones with clear acceptance criteria.. The core issue is that user stories are too large and lack acceptance criteria, which prevents the team from delivering working functionality within the sprint. By working with the product owner to break down large stories into smaller ones with clear acceptance criteria, the team gains clarity on what to build and can complete work within a sprint. Option A is incorrect because replacing the product owner does not address the root cause of poorly defined stories. Option B is incorrect because reducing documentation does not fix the lack of acceptance criteria or story sizing. Option D is incorrect because increasing sprint duration does not solve the underlying problem of story quality and may reduce feedback frequency.

Answer

Replace the product owner with a more experienced one who understands Agile.

Answer

Reduce documentation requirements to free up more development time.

Answer

Increase the sprint duration to four weeks to allow more time for completion.

Question 6

In a predictive project, the project manager has calculated the critical path and determined that the project duration is 100 days. The total float for a non-critical activity is 5 days. If the project manager wants to reduce the overall project duration by 3 days, which action is MOST appropriate?

Accepted Answer

Fast-track the project by overlapping activities on the critical path. To reduce project duration, the focus must be on the critical path. Fast-tracking by overlapping activities on the critical path can reduce duration with less risk than crashing. Adding resources to a non-critical activity or increasing float will not affect the project duration.

Answer

Increase the total float of the critical path by adding buffer

Answer

Add more resources to the non-critical activity to reduce its duration

Answer

Crash the non-critical activity to reduce its duration by 3 days

Question 7

In a predictive (waterfall) project, the project phases are completed sequentially. If the design phase is delayed by two weeks, what is the likely impact on the project?

Accepted Answer

The project duration is extended by exactly two weeks.. In a predictive (waterfall) lifecycle, project phases are completed sequentially, and each phase depends on the completion of the previous one. Therefore, a two-week delay in the design phase will push back the start of all subsequent phases (e.g., development, testing) by two weeks, resulting in the project duration being extended by exactly two weeks. Option A is correct. Option B is incorrect because overlapping phases (fast-tracking) is generally not allowed in a strict waterfall approach without changing methodology. Option C is incorrect because later phases cannot start on time if they depend on design outputs. Option D is incorrect because design is typically on the critical path in a sequential project, so any delay directly impacts the project end date.

Answer

The delay can be recovered by overlapping subsequent phases.

Answer

Only the design phase is affected; later phases can start on time.

Answer

No impact because design is not on the critical path.

Question 8

A software development team is transitioning from a plan-driven approach to Scrum. The Product Owner is enthusiastic but struggles to break down the product backlog into small, independent items. The team frequently encounters dependencies between user stories, causing delays in sprints. What is the best course of action for the Scrum Master to address this issue?

Accepted Answer

Coach the Product Owner on how to split user stories to minimize dependencies.. The Scrum Master's primary responsibility is to coach the Product Owner and the team on Scrum practices. In this scenario, the root cause is the Product Owner's inability to decompose user stories into small, independent items, which creates dependencies. By coaching the Product Owner on effective story splitting techniques (e.g., using vertical slicing, splitting by workflow steps, or by acceptance criteria), the Scrum Master directly addresses the source of the problem, enabling the team to deliver value incrementally without cross-story delays.

Answer

Have the team self-organize to handle dependencies by assigning a dependency owner.

Answer

Increase the sprint duration to allow more time to resolve dependencies.

Answer

Ask developers to manage dependencies during the sprint by coordinating with other teams.

Question 9

A distributed Scrum team is having difficulty with communication across time zones. The Daily Scrum is scheduled at 9 AM in the US, which is midnight in India. What is the best approach to resolve this?

Accepted Answer

Rotate the time of the Daily Scrum so that no one is always inconvenienced.. Rotating the Daily Scrum time shares the inconvenience of time zone differences equitably across the distributed team, preserving the event's purpose of daily synchronization and inspection. The Scrum Guide requires the Daily Scrum to be held at the same time and place each day, but for distributed teams, rotating the time is an acceptable adaptation that maintains the event's time-boxed, collaborative nature without breaking the inspect-and-adapt cycle.

Answer

Record the Daily Scrum for the India team to watch later.

Answer

Replace the Daily Scrum with asynchronous updates.

Answer

Hold two separate Daily Scrums for each location.

Question 10

In a hybrid agile project, the team uses Scrum for development but the organization requires a detailed upfront plan. How can the team comply while staying agile?

Accepted Answer

Create a high-level plan early and elaborate as work progresses.. In a hybrid agile project, creating a high-level plan early and elaborating as work progresses allows the team to satisfy the organization's need for upfront planning while maintaining an agile approach by embracing change and iterative refinement. Option A is incorrect because ignoring organizational requirements could lead to lack of support or compliance issues. Option C is incorrect because using fully predictive planning contradicts agile principles. Option D is incorrect because it requires a detailed plan upfront, which is not adaptive, and only revising at the end is too inflexible.

Answer

Ignore the organizational requirement and continue with pure Scrum.

Answer

Use predictive planning for the entire project.

Answer

Create a detailed plan and revise it only at the end.

Question 11

Which TWO of the following are outputs of business analysis planning?

Accepted Answer

Requirements Management Plan. The outputs of business analysis planning are the Business Analysis Plan (option D) and the Requirements Management Plan (option A). The Business Analysis Plan defines the approach and activities for conducting business analysis, while the Requirements Management Plan outlines how requirements will be managed throughout the project. The Stakeholder Register (B) is an output of stakeholder identification, not planning. Work Performance Data (C) is from project execution, and Scope Statement (E) is an output of scope definition.

Answer

Stakeholder Register

Answer

Work Performance Data

Answer

Scope Statement

Question 12

Which THREE principles are common to multiple agile methodologies?

Accepted Answer

Individuals and interactions over processes and tools.. Options B, C, and D are correct. These are three of the four values from the Agile Manifesto: Individuals and interactions over processes and tools (B), Customer collaboration over contract negotiation (C), and Responding to change over following a plan (D). Option A is the opposite of the Manifesto's value 'working software over comprehensive documentation'. Option E is the opposite of 'responding to change over following a plan'.

Answer

Comprehensive documentation over working software.

Answer

Following a plan over responding to change.

Question 13

A project manager is performing qualitative risk analysis. Which TWO of the following are typical outputs of this process? (Select TWO)

Accepted Answer

Risk register updates. Qualitative risk analysis involves assessing the probability and impact of identified risks, resulting in updates to the risk register (including a list of prioritized risks) and a risk score for each risk. Option B (Risk register updates) and Option D (List of prioritized risks) are typical outputs. Option A (Quantitative risk analysis results) is an output of quantitative risk analysis, which is a separate process. Option C (Risk responses) are developed during the Plan Risk Responses process. Option E (Probability and impact matrix) is a tool used during qualitative risk analysis, not an output.

Answer

Quantitative risk analysis results

Answer

Risk responses

Answer

Probability and impact matrix

Question 14

Which TWO of the following are generally true about projects versus operations? (Choose two)

Accepted Answer

Operations produce the same product or service repeatedly. Options B and E are correct. Projects are temporary endeavors with a defined start and end date (E), while operations are ongoing activities that produce the same product or service repeatedly (B). Options A, C, and D are false: projects are not ongoing and repetitive (A), operations are not temporary and unique (D), and projects are not focused on sustaining the business (C).

Answer

Projects are ongoing and repetitive

Answer

Projects are focused on sustaining the business

Answer

Operations are temporary and unique

Question 15

A team is working on a project with high uncertainty. Which agile framework is most suitable?

Accepted Answer

Scrum. Scrum is the most suitable agile framework for projects with high uncertainty because it uses iterative sprints with frequent feedback loops, allowing the team to adapt to changing requirements. In contrast, Waterfall (option A) is a plan-driven, sequential model that does not accommodate uncertainty well. V-Model (option B) is also plan-driven and focuses on verification and validation, not agile. Kanban (option C) is agile but is more flow-based and less prescribed; while it can handle uncertainty, Scrum's structured iterations are generally recommended for high uncertainty. Therefore, option D (Scrum) is correct.

Answer

Waterfall

Answer

V-Model

Answer

Kanban