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

Question 1

A project manager is leading a software development project. During the planning phase, the team identifies a significant risk that a key third-party API may be deprecated before the project completes. The project sponsor asks for a risk response strategy. Which strategy should the project manager recommend to best address this risk?

Accepted Answer

Mitigate the risk by developing a workaround using an alternative API or building a fallback mechanism.. Option C is correct because developing a workaround using an alternative API or building a fallback mechanism directly reduces the probability and/or impact of the API deprecation risk. This is a classic risk mitigation strategy that proactively ensures the project can continue even if the third-party API becomes unavailable, which is a common technical risk in software projects.

Answer

Accept the risk and plan to deal with the issue if it arises.

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Transfer the risk by purchasing insurance against API deprecation.

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Enhance the risk by increasing the use of the API to benefit from it before deprecation.

Question 2

A project team is struggling with unclear roles and responsibilities, leading to duplicated work and missed tasks. Which document should the project manager create or update to resolve this issue?

Accepted Answer

Responsibility assignment matrix (RAM) in RACI format. The Responsibility Assignment Matrix (RAM), particularly in RACI format, is the correct document to resolve unclear roles and responsibilities because it explicitly maps project tasks to team members, defining who is Responsible, Accountable, Consulted, and Informed. This eliminates ambiguity, prevents duplicated work, and ensures no tasks are missed by providing a clear, traceable assignment of duties.

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Work breakdown structure (WBS)

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Organizational breakdown structure (OBS)

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Risk register

Question 3

During project execution, a key stakeholder requests a change that would add a new feature. The project manager assesses the impact and finds that it will increase the project cost by 15% and extend the schedule by three weeks. The sponsor is concerned about the budget but sees the value. What should the project manager do next?

Accepted Answer

Submit the change request to the change control board (CCB) for review and decision.. In project management, once a change is assessed for impact, the project manager must follow the formal change control process. Since the change increases cost by 15% and extends the schedule by three weeks, it exceeds typical contingency thresholds and requires approval from the Change Control Board (CCB), which has the authority to approve or reject changes that affect baselines. Option B is correct because submitting to the CCB ensures proper governance and alignment with the project's change management plan.

Answer

Approve the change since the stakeholder is influential and the sponsor sees value.

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Implement the change immediately to avoid delaying the project further.

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Reject the change because it exceeds the budget and schedule constraints.

Question 4

Which TWO of the following are examples of project constraints? (Choose two.)

Accepted Answer

Scope. Scope is a classic project constraint because it defines the boundaries of what the project will deliver. Any change to scope directly impacts time, cost, and quality, making it one of the triple constraints in project management.

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Risk

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Work package

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Resource calendar

Question 5

You are a project manager for a construction project to build a new office wing. The project is in the execution phase. The team reports that the foundation work is behind schedule because of unexpected soil conditions that require additional stabilization. The project plan had a contingency reserve for such issues. The project sponsor is concerned about the delay and asks you to compress the schedule to recover. The project has a fixed completion date and cannot be delayed. After analyzing the schedule, you find that there is float on some non-critical paths, but critical path activities are already resource-loaded. What is the BEST course of action to address the delay while keeping the project on track?

Accepted Answer

Use crashing by adding more resources to the critical path activities, including overtime and additional crews.. Crashing is the correct technique because the critical path activities are already resource-loaded and the schedule must be compressed without changing scope. By adding more resources (e.g., overtime, additional crews) to critical path tasks, you directly reduce their duration, which shortens the overall project timeline. This aligns with the fixed completion date and the need to recover from the delay caused by unexpected soil conditions.

Answer

Use the contingency reserve to hire additional workers for the foundation.

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Apply fast-tracking by overlapping the foundation work with subsequent structural work.

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Reduce the scope of the office wing to shorten the schedule.

Question 6

You are managing a software upgrade project for a financial institution. The project involves upgrading the core banking system to a new version. During user acceptance testing (UAT), the testers find that the new system does not handle certain legacy data formats correctly, causing errors. The project schedule has no buffer left, and the go-live date is fixed due to regulatory compliance. The team estimates it will take two weeks to fix the issue, but the go-live is in one week. The project manager has already used the contingency reserve for other issues. What should the project manager do next?

Accepted Answer

Evaluate the possibility of a partial fix or workaround to meet the go-live date, and escalate to the sponsor if needed.. Option C is correct because the project manager must first evaluate feasible alternatives (like a partial fix or workaround) to meet the fixed go-live date, given that the contingency reserve is exhausted and the schedule has no buffer. Escalating to the sponsor is appropriate when the issue impacts regulatory compliance and requires a decision beyond the PM's authority. This aligns with the CAPM principle of managing stakeholder expectations and seeking sponsor guidance when constraints force trade-offs.

Answer

Ignore the issue and proceed with the go-live as planned, since the errors affect only legacy data.

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Request additional budget from the management reserve to hire external consultants to fix the issue faster.

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Direct the team to fix the issue and delay the go-live, then inform the sponsor.

Question 7

A project manager is assigned to a new product development project. The project charter has been approved, and the team is preparing the project management plan. During the planning process, the project manager wants to ensure that all project work is aligned with the business objectives. Which document should the project manager review to confirm the alignment of the project with organizational strategy?

Accepted Answer

Business case. The business case documents the justification for the project, including alignment with organizational strategy and expected benefits. Since the project manager needs to confirm that all project work aligns with business objectives, reviewing the business case provides the strategic context and rationale that links the project to the organization's goals.

Answer

Project scope statement

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Project charter

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Benefits management plan

Question 8

Refer to the exhibit. The project manager notices that the resource histogram shows a peak of 15 FTEs in Week 2, exceeding the available 12 FTEs. The project manager needs to bring the resource usage within the limit without increasing the project duration or budget. Which action should the project manager take?

Accepted Answer

Apply resource smoothing to delay some activities in Week 2 to earlier or later weeks. Resource smoothing is the correct technique because it adjusts the schedule of activities within their float to level the resource demand without changing the critical path or project duration. In this case, delaying some non-critical activities from Week 2 to earlier or later weeks reduces the peak from 15 FTEs to within the 12-FTE limit while keeping the project duration and budget unchanged.

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Reduce the scope of work in Week 2

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Crash the project by adding overtime in Week 2

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Add more resources to Week 2 to meet the demand

Question 9

A project manager is leading a software development project. The team has completed the first iteration and is reviewing the lessons learned. Which output of the Manage Project Knowledge process should the project manager update with the lessons learned from this iteration?

Accepted Answer

Lessons learned register. The Manage Project Knowledge process produces the lessons learned register as its primary output. This register is a project document where the project manager records lessons learned from each iteration, including the first one. The lessons learned register is later updated and becomes an input to organizational process assets at the end of the project or phase.

Answer

Project documents updates

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Organizational process assets updates

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Project management plan

Question 10

During project execution, a key stakeholder requests a change that would add a new feature to the product. The project manager evaluates the impact on scope, schedule, and cost. According to the change management plan, which step should the project manager take first?

Accepted Answer

Analyze the impact of the change on the project constraints. Option A is correct because the change management plan requires the project manager to first analyze the impact of the proposed change on scope, schedule, and cost before any further action. This analysis provides the necessary data to determine whether the change should be submitted to the CCB for approval. Skipping this step would violate the defined change control process.

Answer

Submit the change request to the change control board (CCB) for approval

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Implement the change and document it later

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Reject the change because it was not part of the original scope

Question 11

Drag and drop the steps for performing risk management planning in the correct order.

Question 12

Drag and drop the steps for developing a project schedule in the correct order.

Question 13

Match each project document to its description.

Question 14

Match each project role to its responsibility.

Question 15

During the project kickoff meeting, a key stakeholder expresses concerns about the project scope. What should the project manager do first?

Accepted Answer

Review the requirements documentation with the stakeholder.. Option B is correct because the first step is to clarify scope concerns by reviewing requirements with the stakeholder. Option A is wrong because updating the charter is not the immediate action. Option C is wrong because escalation is premature. Option D is wrong because ignoring concerns can lead to issues later.

Answer

Proceed as planned since the scope was already approved.

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Update the project charter to reflect the stakeholder's concerns.

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Escalate the issue to the project sponsor.