CAPM Practice Test 35 — 15 Questions

Question 1

A government IT project is being managed using a predictive lifecycle. The project must comply with numerous regulatory standards, including data privacy and security. The project manager developed a comprehensive quality management plan that includes regular quality audits by an independent team. At the first milestone quality audit, the auditor identifies three non-conformances related to documentation and testing procedures. The project manager is under pressure from the sponsor to stay on schedule. The project manager needs to address the non-conformances effectively while minimizing schedule impact.

Accepted Answer

Perform root cause analysis and implement corrective actions for the non-conformances.. Root cause analysis and corrective actions are the most effective and efficient way to address non-conformances. Option C is correct.

Answer

Immediately halt all work until the non-conformances are resolved.

Answer

Ignore the non-conformances and proceed with the schedule, as they are minor.

Answer

Re-baseline the quality management plan to eliminate the problematic requirements.

Question 2

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.. Option B is correct because decomposing stories and adding acceptance criteria improves clarity and delivery. Option A ignores root causes. Option C lengthens sprints but doesn't fix story quality. Option D avoids the real issue.

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 3

You are a project manager in a functional organization managing a software upgrade project. The functional managers control resources and priorities. Your project requires a senior developer from the IT department for two weeks starting next Monday. The IT functional manager informs you that the developer is assigned to an urgent operational issue and cannot be released until further notice. The project has a fixed deadline in four weeks, and any delay will impact the next phase. You have already used your influence and escalated to senior management, but the functional manager insists on keeping the developer. What should you do next?

Accepted Answer

Negotiate with the functional manager for partial release of the developer or a qualified replacement. In a functional organization, the project manager has limited authority. The best course is to work with the functional manager to find a compromise, such as partial availability or a substitute, to keep the project moving. Option B (escalating again) is unlikely to change the outcome. Option C (changing the plan) should be a last resort after exhausting negotiation. Option D (pulling rank) is not feasible.

Answer

Update the project schedule to reflect the delay and inform stakeholders

Answer

Escalate the issue to the CEO to override the functional manager

Answer

Direct the developer to work on the project despite the functional manager's order

Question 4

During project execution, you notice that a key stakeholder, the head of the legal department, has been disengaged from project reviews and has not responded to your emails requesting input on a regulatory compliance issue. The project is at risk of missing a legal requirement that could result in fines. You have classified this stakeholder as having high power and high interest. According to stakeholder engagement best practices, what should you do first?

Accepted Answer

Schedule a face-to-face meeting with the stakeholder to discuss their concerns and the project's needs. For a key stakeholder (high power, high interest), proactive management is required. Since they are disengaged, the best first step is to schedule a one-on-one meeting to understand their concerns and re-engage them. Option B is too passive (waiting), option C may escalate unnecessarily, option D is too indirect.

Answer

Escalate to the project sponsor to demand the stakeholder's participation

Answer

Document the risk and proceed without the legal input, assuming compliance

Answer

Send another email with a deadline for response and escalate if no reply

Question 5

You are managing a project to implement a new customer relationship management (CRM) system. The project management plan has been approved, and you are in the executing process group. A team member reports that a vendor has delivered a software module that does not meet the acceptance criteria specified in the procurement statement of work. The team member suggests modifying the acceptance criteria to accept the module as is, because returning it would cause a two-week delay. You review the project management plan and the requirements documentation. What should you do?

Accepted Answer

Initiate a change request to formally evaluate the impact of modifying the acceptance criteria. Changing acceptance criteria without formal change control is scope creep and violates the project management plan. The correct action is to follow the change control process to evaluate the impact. Option A is incorrect because it bypasses control. Option B is premature without analysis. Option C is too harsh without understanding the issue.

Answer

Reject the module and request the vendor to correct it according to the original criteria

Answer

Escalate to the project sponsor for a decision on whether to accept the module

Answer

Accept the team member's suggestion to avoid the delay, but document the deviation

Question 6

You are a project manager in a projectized organization. The project is nearing completion, but a key stakeholder has introduced several new requirements that were not in the original scope. The stakeholder insists these are critical for user acceptance. The project is already behind schedule and over budget. The change control board (CCB) has denied all previous change requests due to time and cost constraints. What is the best course of action?

Accepted Answer

Submit a change request for the new requirements and let the CCB decide. Since the CCB has consistently denied changes, the project manager should not bypass them. The best approach is to document the stakeholder's request and present it to the CCB for formal evaluation, but also manage expectations that it may be rejected. Option A is incorrect because it bypasses CCB. Option B is premature without a change request. Option D undermines project control.

Answer

Add the requirements to the project but delay completion to accommodate them

Answer

Accept the new requirements to satisfy the stakeholder and update the project plan

Answer

Explain to the stakeholder that changes are not possible and close the project as planned

Question 7

A project is in the monitoring and controlling phase. The project manager calculates the cost performance index (CPI) as 0.8 and the schedule performance index (SPI) as 1.0. The project budget is $500,000, and the actual costs to date are $200,000. The project is behind schedule? Actually SPI=1.0 means on schedule. But the question: What does this indicate about the project performance?

Accepted Answer

The project is on schedule but over budget. CPI < 1 indicates the project is over budget relative to work performed. SPI = 1 indicates on schedule. So the project is on schedule but over budget. Option B is correct. Option A mixes up CPI and SPI. Option C is incorrect because SPI is on target. Option D misinterprets the metrics.

Answer

The project is under budget and ahead of schedule

Answer

The project is both over budget and behind schedule

Answer

The project is behind schedule but under budget

Question 8

You are the project manager for a large infrastructure project using a predictive plan-based methodology. The project has a critical path duration of 200 days. After 50 days of execution, a major delay occurs on a critical path activity due to unforeseen ground conditions, adding 20 days to that activity. The project has no float on the critical path. The sponsor requests a recovery plan to bring the project back on schedule. The team proposes two options: (1) crash activity X on the critical path by adding overtime, costing $10,000 and saving 5 days; (2) fast-track activity Y and Z by starting Y earlier, saving 10 days but increasing risk. What is the BEST integrated approach?

Accepted Answer

Fast-track activities Y and Z to gain 10 days, crash activity X to gain 5 days, then negotiate a schedule change for the remaining 5 days.. With a 20-day delay, the best approach combines fast-tracking (10 days) and crashing (5 days) to recover 15 days, then negotiate a schedule change for the remaining 5 days. Option D is correct. Option A only fast-tracks, insufficient. Option B only crashes, insufficient. Option C crashes and accepts, delaying completion.

Answer

Crash activity X to gain 5 days, then accept the 15-day delay and request a schedule baseline change.

Answer

Implement only the fast-tracking option to save 10 days, then accept the remaining 10-day delay.

Answer

Implement only the crashing option to save 5 days, and then use management reserves to absorb the remaining 15 days.

Question 9

You are the project manager for a construction project using a predictive plan-based methodology. The project has a detailed scope baseline approved by stakeholders. During the execution phase, a key stakeholder requests an additional feature that would require significant changes to the scope. You estimate the impact will increase the project cost by 15% and extend the schedule by three weeks. The project charter clearly defines the original scope and budget. What is the BEST course of action?

Accepted Answer

Analyze the impact, present it to the stakeholder, and submit a formal change request to the change control board.. In a predictive methodology, changes to the scope baseline must go through formal change control. The project manager should evaluate the impact and submit a change request to the change control board for approval. Option B is correct. Option A would violate the baseline. Option C bypasses governance. Option D is the change control process but not immediate action.

Answer

Ask the project sponsor to authorize the change verbally and proceed.

Answer

Implement the change immediately to satisfy the stakeholder, then document it later.

Answer

Reject the request because the scope baseline is already approved.

Question 10

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 float on a non-critical path indicates an error in the schedule logic, such as incorrect dependencies or unrealistic durations. Since the baseline is not set, the project manager should review and correct the logic. Option B is correct. Option A would incorrectly make it critical. Option C compresses unnecessarily. Option D ignores the 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 11

A manufacturing company is planning to install a new production line using a predictive project management approach. The project has a fixed price contract with a supplier for a critical machine. During the plan risk management process, the project manager identifies a risk that the key supplier might declare bankruptcy before delivering the machine. This risk has a high probability due to the supplier's financial instability, and a high impact because the machine is on the critical path and has a long lead time. The project manager must decide on a risk response strategy that will minimize the potential impact on the project. The team suggests several options.

Accepted Answer

Transfer the risk by requiring the supplier to obtain a performance bond.. Transfer via performance bond is the most appropriate response for this high-probability, high-impact risk. Option B is correct.

Answer

Avoid the risk by selecting a different machine that is available from multiple suppliers.

Answer

Mitigate the risk by establishing a backup supplier.

Answer

Accept the risk and document it in the risk register.

Question 12

A manufacturing project using predictive plan-based methodology is underway. The project manager identifies a risk that a key raw material supplier may go bankrupt, which would halt production for at least two weeks. The probability is assessed as 30% with a high impact. The project manager plans to hold a risk response planning meeting with the team. One team member suggests identifying an alternative supplier and signing a contingency contract. Another recommends self-insuring by setting aside budget reserves. The project sponsor wants to reduce the probability by investing in supplier financial health monitoring. Which combination of risk responses is MOST appropriate for this risk?

Accepted Answer

Transfer the risk by signing a contingency contract with an alternative supplier, and mitigate the risk by monitoring the supplier's financial health.. For a high-impact risk with moderate probability, transferring (e.g., contingency contract) and mitigating (e.g., financial monitoring) are appropriate. Option B combines these. Option A uses avoid (not possible) and accept. Option C only accepts. Option D mitigates and avoids (not feasible).

Answer

Avoid the risk by choosing a different raw material, and accept the risk by setting aside contingency reserves.

Answer

Mitigate the risk by stockpiling raw materials, and avoid the risk by cancelling the project.

Answer

Accept the risk by using management reserves, and ignore mitigation efforts.

Question 13

Which of the following best defines a project?

Accepted Answer

A temporary endeavor undertaken to create a unique product, service, or result.. Option C is correct because the Project Management Institute (PMI) defines a project as 'a temporary endeavor undertaken to create a unique product, service, or result.' The key characteristics are temporality (definite start and end) and uniqueness (the output is different from all other products or services). This definition is foundational to the CAPM exam and distinguishes projects from operations.

Answer

An ongoing process to produce the same product repeatedly.

Answer

A set of tasks that can be completed in any order.

Answer

A routine operation with a defined start and end.

Question 14

Which of the following is NOT a purpose of the project charter?

Accepted Answer

Define the detailed project schedule.. The project charter is a high-level document that authorizes the project, identifies the sponsor, and provides high-level requirements. It does not include a detailed project schedule; that is developed later in the project planning process group, specifically within the Develop Schedule process. Therefore, option A is correct because defining the detailed project schedule is not a purpose of the project charter.

Answer

Identify the project sponsor.

Answer

Authorize the project manager.

Answer

Provide high-level project requirements.

Question 15

A BA is conducting a feasibility study. Which factor is assessed to determine if the project aligns with strategic goals?

Accepted Answer

Organizational feasibility. Organizational feasibility assesses whether the project aligns with the strategic goals of the organization by evaluating factors such as management support, stakeholder buy-in, and cultural fit. This ensures the project supports the overall business strategy and has the necessary organizational commitment to succeed.

Answer

Technical feasibility

Answer

Schedule feasibility

Answer

Economic feasibility