CAPM Predictive Plan-Based Methodologies — 40 Questions

Question 1

A project manager is developing the project schedule for a construction project. The team has identified all activities and their dependencies. Which tool should the project manager use to determine the critical path?

Accepted Answer

Critical path method (CPM). The Critical Path Method (CPM) is the correct tool because it calculates the longest path through the project network diagram by analyzing activity durations and dependencies, identifying which activities have zero float and thus determine the project's minimum completion time. The question specifically asks for determining the critical path, which is the core output of CPM, not just visualizing or estimating durations.

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Work breakdown structure (WBS)

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Program Evaluation and Review Technique (PERT)

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Gantt chart

Question 2

During project execution, a key stakeholder requests a change that will increase the project scope. The project manager evaluates the impact and determines it will require additional budget and time. What should the project manager do first?

Accepted Answer

Submit a change request to the change control board. In predictive (waterfall) project management, any change that impacts scope, budget, or schedule must follow a formal change control process. The project manager first assesses the impact, then submits a change request to the Change Control Board (CCB) for approval before any action is taken. Implementing the change or updating baselines without CCB approval violates the control scope process defined in the PMBOK Guide.

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Implement the change and update the project plan

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Update the project baseline immediately

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Reject the change because it impacts the baseline

Question 3

A project manager is estimating activity durations for a software development project. The team has historical data from similar projects, but the current project involves new technology that could cause delays. Which estimating technique should the project manager use to account for uncertainty?

Accepted Answer

Three-point estimating. Three-point estimating (C) is correct because it explicitly accounts for uncertainty by using optimistic, most likely, and pessimistic estimates. The new technology introduces unknown risks, making the triangular or PERT distribution ideal for modeling the potential delay range.

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Parametric estimating

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Analogous estimating

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Bottom-up estimating

Question 4

A project manager is creating the risk management plan. Which document should the project manager reference to identify the risk tolerance of stakeholders?

Accepted Answer

Stakeholder management plan. The stakeholder management plan documents stakeholders' identified needs, expectations, and influence levels, which directly inform their risk tolerance thresholds. The project manager references this plan to understand how different stakeholders perceive risk and what level of risk they are willing to accept, enabling tailored risk responses in the risk management plan.

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Project scope statement

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Project charter

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Risk register

Question 5

During project planning, the team identifies that a task has a duration of 10 days, a predecessor finish-to-start relationship, and a lag of 2 days. What is the earliest the successor task can start if the predecessor starts on day 1?

Accepted Answer

Day 12. The predecessor starts on day 1 and has a duration of 10 days, so it finishes at the end of day 10 (assuming work starts at the beginning of day 1). With a finish-to-start relationship and a lag of 2 days, the successor cannot start until 2 days after the predecessor finishes. Therefore, the earliest start for the successor is day 13 (end of day 10 + 2 days lag = start of day 13). Option C is correct because it accounts for both the full duration and the lag.

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Day 11

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Day 10

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Day 13

Question 6

Which TWO of the following are outputs of the Define Activities process? (Select exactly 2.)

Accepted Answer

Activity attributes. The Define Activities process is part of Project Schedule Management and produces the activity list and activity attributes as its primary outputs. The activity list identifies all scheduled activities, while activity attributes provide metadata such as predecessors, resources, and constraints. These outputs are essential for further schedule development.

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Work breakdown structure

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Project schedule

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Risk register

Question 7

Which THREE of the following are tools and techniques used in the Control Schedule process? (Select exactly 3.)

Accepted Answer

Performance reviews. Performance reviews (B) are a tool and technique in the Control Schedule process used to compare actual schedule performance against the baseline, often through earned value management (EVM) metrics like schedule variance (SV) and schedule performance index (SPI). This helps identify deviations and trigger corrective actions.

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Rolling wave planning

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Critical path method

Question 8

A project manager is developing the project schedule for a construction project. The team has identified that the foundation work must be completed before the framing can begin. Which type of dependency does this represent?

Accepted Answer

Mandatory dependency. The dependency between foundation work and framing is a mandatory dependency because it is physically required that the foundation be completed before framing can begin. In construction, this is a hard logic constraint inherent in the nature of the work, not a preference or external factor. Mandatory dependencies are often referred to as 'hard logic' and are typically based on contractual requirements or physical limitations.

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Lead

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Discretionary dependency

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External dependency

Question 9

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.

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Direct and Manage Project Work

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Monitor and Control Project Work

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Close Project or Phase

Question 10

A project manager is reviewing the project's cost performance. The actual cost (AC) is $50,000, the earned value (EV) is $45,000, and the planned value (PV) is $60,000. What is the cost variance (CV)?

Accepted Answer

-$5,000. Cost variance (CV) is calculated as EV minus AC. Here, EV = $45,000 and AC = $50,000, so CV = $45,000 - $50,000 = -$5,000. A negative CV indicates the project is over budget, which matches option C.

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$5,000

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-$15,000

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$10,000

Question 11

A project manager is creating the project schedule. The team estimates that the optimistic time for an activity is 10 days, the pessimistic time is 30 days, and the most likely time is 15 days. Using PERT three-point estimation, what is the expected duration?

Accepted Answer

16.67 days. The PERT three-point estimate formula is (Optimistic + 4×Most Likely + Pessimistic) / 6. Plugging in the values: (10 + 4×15 + 30) / 6 = (10 + 60 + 30) / 6 = 100 / 6 = 16.67 days. This weighted average gives more influence to the most likely estimate, reflecting a beta distribution.

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18.33 days

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20.00 days

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15.00 days

Question 12

Which TWO of the following are characteristics of a predictive life cycle?

Accepted Answer

Scope is defined at the beginning of the project. Option A is correct because in a predictive life cycle, the project scope is defined and baselined at the start, before execution begins. This upfront planning ensures that all requirements are known and documented, allowing for a detailed project management plan to guide the entire project.

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Changes are welcomed and incorporated at any time

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Requirements are gathered incrementally throughout the project

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Deliverables are developed through multiple iterations

Question 13

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.

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Cost-benefit analysis

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Reserve analysis

Question 14

A project manager is planning a project and needs to identify all the work required to complete the project successfully. Which document is the primary output of the Create WBS process?

Accepted Answer

Scope baseline. The Create WBS process decomposes the project scope into manageable work packages, and its primary output is the scope baseline. The scope baseline consists of the project scope statement, the Work Breakdown Structure (WBS), and the WBS dictionary, which together define all the work required to complete the project successfully.

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Project charter

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Requirements traceability matrix

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Work performance data

Question 15

A project manager is developing a work breakdown structure (WBS) for a software development project. The team is struggling with defining the lowest-level work packages. Which technique should the project manager use to ensure the WBS is complete and properly decomposed?

Accepted Answer

Decomposition. Decomposition is the correct technique because it is the process of subdividing project deliverables into smaller, more manageable components until the work package level is reached. This directly addresses the team's struggle with defining the lowest-level work packages, ensuring the WBS is complete and properly decomposed by breaking down deliverables iteratively.

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Critical path method

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Expert judgment

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Rolling wave planning

Question 16

During project execution, a key stakeholder requests a change that will increase the project scope. The project manager evaluates the impact and determines it will require additional budget and time. What is the first step the project manager should take?

Accepted Answer

Submit a change request to the change control board. In predictive (waterfall) project management, any change that impacts scope, budget, or schedule must follow the formal integrated change control process. The project manager's first step after evaluating the impact is to submit a change request to the change control board (CCB) for approval or rejection. This ensures that all changes are documented, assessed for risks, and aligned with the project baseline before implementation.

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Reject the change due to budget and time constraints

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Implement the change and document it later

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Approve the change because the stakeholder is key

Question 17

A project manager is using a predictive approach for a construction project. The team has completed 40% of the work, but the actual cost is $500,000 against a planned value of $450,000. The project manager calculates the cost performance index (CPI) and schedule performance index (SPI). Which conclusion is correct?

Accepted Answer

The project is over budget and behind schedule. The project has completed 40% of the work, so the earned value (EV) is 40% of the total budget. With actual cost (AC) of $500,000 and planned value (PV) of $450,000, the CPI = EV/AC = (0.4 * BAC)/500,000. Since AC > PV and EV < PV (because only 40% of work is done vs. 45% planned), both CPI and SPI are less than 1.0, indicating the project is over budget and behind schedule.

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The project is over budget but ahead of schedule

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The project is on budget and on schedule

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The project is under budget and ahead of schedule

Question 18

Which TWO of the following are outputs of the Define Activities process?

Accepted Answer

Activity list. The Define Activities process identifies and documents the specific actions required to produce the project deliverables. Its key outputs are the activity list, activity attributes, and the milestone list. Option C is correct because the activity list is a primary output that enumerates all scheduled activities. Option E is correct because the milestone list, which identifies significant events or decision points, is also a direct output of this process.

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Project charter

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Work breakdown structure

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Resource breakdown structure

Question 19

Based on the exhibit, what is the critical path duration of the project?

Accepted Answer

12 days. The critical path is the longest path through the project network diagram, determining the shortest possible project duration. By summing the durations along each path, Path A→B→E→G→H has a total duration of 2+3+4+2+1 = 12 days, which is longer than all other paths, making 12 days the correct critical path duration.

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10 days

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11 days

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13 days

Question 20

You are managing a predictive project to build a new office building. The project is in the execution phase. During a weekly progress meeting, the electrical contractor reports that a critical piece of switchgear has a 6-week lead time, but it was not ordered because the team assumed it would be procured later. The project schedule shows the switchgear installation activity is supposed to start in 4 weeks. The project manager reviews the procurement management plan and realizes the procurement process was not followed. The project has a tight deadline and cannot accommodate a 6-week delay. What is the best course of action for the project manager?

Accepted Answer

Expedite the procurement process by contacting the supplier to negotiate a faster delivery and simultaneously fast-track remaining activities to recover time.. Option B is correct because the project manager must first attempt to recover the schedule by expediting procurement and fast-tracking remaining activities before considering formal changes. This aligns with the iterative nature of the execution phase, where the focus is on corrective action within the existing constraints. The procurement management plan was not followed, so the PM must now apply a workaround to mitigate the delay without immediately escalating to a change request.

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Submit a change request to the CCB to extend the project schedule by 6 weeks.

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Crash the project schedule by adding resources to other activities to offset the delay.

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Implement a change request to reduce the scope of work, eliminating the need for the switchgear.