CAPM Project Management Fundamentals and Core Concepts Practice Test 2 — 15 Questions

Question 1

Refer to the exhibit. The project manager needs to calculate the total hours assigned to each resource. Which resource has the highest total assigned hours?

Accepted Answer

Bob. Bob is correct because, based on the resource histogram or assignment matrix in the exhibit, Bob's total assigned hours are the highest among all resources. The calculation involves summing the hours allocated to each resource across all tasks or time periods shown. Since the exhibit provides the necessary data, the total for Bob exceeds that of Alice and Charlie.

Answer

Alice

Answer

Cannot be determined from the exhibit

Answer

Charlie

Question 2

Refer to the exhibit. Which task has a dependency that requires the successor to start 2 days after the predecessor starts?

Accepted Answer

Task A. A Start-to-Start (SS) dependency with a 2-day lag means the successor task starts 2 days after the predecessor starts. Task A has this dependency, matching the requirement. Task D (Option A) has a different dependency, Task B (Option C) has Finish-to-Start, and Task C (Option D) has Start-to-Start but without a lag.

Answer

Task D

Answer

Task B

Answer

Task C

Question 3

A project manager is estimating activity durations. The team provides three estimates: optimistic 10 days, pessimistic 20 days, most likely 14 days. Using the PERT beta distribution, what is the expected duration?

Accepted Answer

14.33 days. The PERT beta (weighted average) formula is (Optimistic + 4 × Most Likely + Pessimistic) / 6. Substituting the values: (10 + 4×14 + 20) / 6 = (10 + 56 + 20) / 6 = 86 / 6 = 14.33 days. This weighted estimate gives more influence to the most likely value while still accounting for the optimistic and pessimistic extremes.

Answer

14 days

Answer

14.67 days

Answer

15 days

Question 4

Refer to the exhibit. What is the cost performance index (CPI)?

Accepted Answer

0.83. CPI = EV/AC = 5000/6000 = 0.83. Options B, C, and D are incorrect calculations.

Answer

0.91

Answer

1.20

Answer

1.10

Question 5

Refer to the exhibit. What is the duration of the critical path?

Accepted Answer

15 days. The critical path is the longest sequence of dependent activities in the project network diagram. Summing the durations along the path with the greatest total duration yields 15 days. This path determines the shortest possible project completion time, and any delay on it directly delays the project.

Answer

9 days

Answer

14 days

Answer

12 days

Question 6

Refer to the exhibit. Which risk has the highest expected monetary value?

Accepted Answer

R2. Expected Monetary Value (EMV) is calculated as Probability × Impact. For R2, the probability is 0.5 and the impact is $100,000, yielding an EMV of $50,000. This is higher than R1 (0.3 × $100,000 = $30,000) and R3 (0.7 × $50,000 = $35,000). Therefore, R2 has the highest EMV.

Answer

R1

Answer

R3

Answer

All have equal EMV

Question 7

During a project, two team members have a conflict that is affecting progress. The project manager attempts to resolve it but fails. What is the next best action?

Accepted Answer

Escalate to the project sponsor. When a project manager cannot resolve a conflict that is affecting progress, the next best action is to escalate to the project sponsor, who has the authority to make decisions and remove impediments beyond the project manager's control. Escalation is a standard conflict resolution step when lower-level attempts fail.

Answer

Request guidance from the PMO

Answer

Reassign one team member to another project

Answer

Ask the team to resolve it themselves

Question 8

A project manager is reviewing the business case for a new initiative. Which document should the project manager create to define how the project will deliver the expected benefits?

Accepted Answer

Benefits management plan. The benefits management plan is the document that defines how and when the project will deliver the intended benefits, including metrics, timelines, and ownership. It is created by the project manager to ensure benefits realization is tracked and aligned with organizational strategy. The project charter authorizes the project but does not detail benefit delivery mechanisms.

Answer

Project charter

Answer

Stakeholder register

Answer

Scope baseline

Question 9

Which TWO are types of organizational structures commonly used in project management?

Accepted Answer

Functional. Options D and E are correct because functional and matrix structures are the two classic organizational forms recognized in project management for how projects relate to the parent organization. In a functional structure, staff are grouped by specialty (e.g., engineering, marketing) and project work is coordinated within those existing departments, with the functional manager retaining authority. In a matrix structure, project team members report to both a functional manager and a project manager, creating a dual reporting relationship that blends functional expertise with project focus. Options A, B, and C are incorrect because flat, circular, and hierarchical describe general organizational shapes or reporting geometries, not the standard project management organizational structure types; hierarchical in particular is a broad descriptor rather than the specific functional/matrix/projectized classification used in project management.

Answer

Flat

Answer

Circular

Answer

Hierarchical

Question 10

A project manager learns of a policy requiring all cloud resources to have tags for CostCenter, Environment, and Owner. Which project management process is being supported by enforcing these tags?

Accepted Answer

Monitoring and Controlling. Enforcing resource tags supports Monitoring and Controlling processes by enabling cost tracking, resource allocation, and compliance auditing during project execution. The tags allow the project manager to monitor actual costs against budget and ensure resources are used as planned. Option A (Executing) involves performing the work, not monitoring policies. Option B (Initiating) defines the project. Option D (Closing) finalizes and closes the project.

Answer

Executing

Answer

Initiating

Answer

Closing

Question 11

A project manager sees this git log output. The team is delivering features in small increments. Which project life cycle phase does the 'Fix login bug' commit represent?

Accepted Answer

Executing. In the PMBOK/predictive life cycle, Executing is the phase where the actual work of producing deliverables happens — writing code, fixing defects, and completing sprint work all fall here. A 'Fix login bug' commit is direct product work, so it maps to Executing rather than any of the boundary phases.

Answer

Initiating

Answer

Planning

Answer

Closing

Question 12

During project planning, the team identifies that a key component must be custom-built by a vendor with a long lead time. The project manager wants to avoid the risk of the vendor failing to deliver. Which risk response strategy is most appropriate?

Accepted Answer

Transfer. Transfer is the most appropriate risk response strategy because it shifts the risk of vendor non-delivery to a third party (the vendor) through contracts, warranties, or insurance. Option B (Transfer) correctly addresses the risk by involving the vendor contractually. Option A (Accept) would involve acknowledging the risk without proactive action, which is not ideal when a specific vendor is critical. Option C (Avoid) would mean changing the project plan to eliminate the risk entirely, such as using a different component or building in-house, but that may not be feasible. Option D (Mitigate) would involve reducing the probability or impact of the risk, but transferring the risk through a contract is more direct and effective in this scenario.

Answer

Accept

Answer

Avoid

Answer

Mitigate

Question 13

Which THREE are techniques used for estimating activity durations?

Accepted Answer

Three-point estimating. Three-point estimating (A) is a recognized duration-estimation technique that uses optimistic, most likely, and pessimistic estimates (often via PERT beta or triangular weighting) to derive an expected duration and uncertainty range. Parametric estimating (B) is also a valid duration-estimation technique: it applies a statistical relationship between historical data and variables (e.g., hours per unit × number of units) to calculate activity durations. Analogous estimating (E) is likewise a standard duration-estimation technique that uses historical duration data from a similar, previously executed activity or project, typically at lower cost and accuracy. Reserve analysis (C) is not a duration-estimation technique; it is used to determine contingency reserves for schedule or cost and belongs to the Estimate Activity Durations/Determine Budget processes as a reserve-setting activity, not an estimating method. Monte Carlo simulation (D) is a quantitative risk-analysis technique (schedule/cost simulation) used to model overall project duration or cost distributions, not one of the PMBOK-listed activity duration-estimation techniques.

Answer

Reserve analysis

Answer

Monte Carlo simulation

Question 14

A project sponsor asks the project manager to report on budget performance. Which metric best indicates whether the project is under or over budget?

Accepted Answer

Cost Performance Index (CPI). Cost Performance Index (CPI) is a measure of cost efficiency relative to the work performed; CPI > 1 indicates under budget, CPI < 1 indicates over budget. It is a relative metric that allows comparison across projects or time periods, making it the best indicator for budget performance. Cost Variance (CV) is an absolute dollar amount and can be misleading when comparing projects of different sizes. Schedule Performance Index (SPI) and Schedule Variance (SV) relate to schedule, not cost.

Answer

Cost Variance (CV)

Answer

Schedule Variance (SV)

Answer

Schedule Performance Index (SPI)

Question 15

You are a project manager working on a large infrastructure project under a strong matrix organization. The project charter has been signed, and you have been given authority to manage the project. However, the functional manager of the engineering department is refusing to assign the promised resources, claiming that another project has higher priority. You have already held a meeting with the sponsor and functional manager, but the functional manager remains uncooperative. The sponsor is concerned about the project's viability. What is the most effective course of action?

Accepted Answer

Request the sponsor to reaffirm the project's priority and enforce resource allocation per the charter. In a strong matrix organization, the project manager shares authority with functional managers, and when resource conflicts cannot be resolved at the working level, the sponsor — who chartered the project and owns its priority — is the correct escalation point. The sponsor can reaffirm the project's priority and enforce the resource commitment documented in the charter, which is the most effective action given the functional manager's continued non-cooperation. Escalating to the PMO (Option B) is a valid but weaker step because the sponsor is already engaged and has the authority to resolve priority conflicts directly.

Answer

Contact the other project's manager to negotiate resource sharing directly

Answer

Formally document the issue and escalate to the PMO for resolution

Answer

Proceed with the project using available resources and adjust the schedule