CAPM Predictive Plan-Based Methodologies Practice Test 2 — 15 Questions

Question 1

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 2

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 3

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 4

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 5

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 6

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 7

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.. 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.

Question 8

A project manager is leading a construction project with a fixed budget and strict deadline. During execution, a key supplier notifies that a critical material will be delayed by two weeks, which will push the project past the deadline. The project manager reviews the schedule and identifies that the delay can be compensated by fast-tracking two subsequent activities that are currently planned sequentially. What should the project manager do first?

Accepted Answer

Assess the risks of fast-tracking the two activities.. The correct first step is to assess the risks of fast-tracking the two activities (Option B). Fast-tracking involves performing activities in parallel that were originally planned sequentially, which can introduce new risks such as rework, resource conflicts, or quality issues. The PMBOK Guide emphasizes that before implementing a schedule compression technique, the project manager must evaluate the associated risks and determine if the benefits outweigh the potential negative impacts. Since the project has a fixed budget and strict deadline, a risk assessment ensures informed decision-making before proceeding.

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Accept the delay and update the project schedule accordingly.

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Submit a change request to extend the deadline.

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Immediately add resources to the delayed activity to catch up.

Question 9

A project manager is developing the project schedule using a predictive approach. The project involves multiple dependencies and a critical path that has been identified. Which TWO of the following are valid techniques for schedule compression that can be applied to activities on the critical path?

Accepted Answer

Crashing - adding resources to critical path activities to reduce duration.. Crashing and fast-tracking are both schedule compression techniques that focus on the critical path. Crashing reduces duration by adding resources to critical path activities, while fast-tracking performs critical path activities in parallel that were originally sequential, thereby shortening the overall schedule. Both are valid because they directly target the critical path, where any reduction directly impacts the project completion date.

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Resource leveling - adjusting start and finish dates based on resource constraints.

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Monte Carlo simulation - analyzing probable schedule outcomes.

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Critical chain method - adding buffers to protect the schedule.

Question 10

Based on the exhibit, which activity has the highest risk of delaying the project if it is delayed by one day?

Accepted Answer

Activity B. Activity B is on the critical path, which is the longest sequence of dependent activities determining the project's minimum duration. Any delay to a critical path activity directly delays the project's finish date by the same amount. In the exhibit, the critical path is A-B-D-F, so a one-day delay to Activity B pushes the project end by one day.

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Activity C

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Activity E

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Activity A

Question 11

Drag and drop the steps for controlling project changes according to the integrated change control process.

Accepted Answer

Step 1: Submit change request; Step 2: Review change request; Step 3: Approve or reject change; Step 4: Update project management plan and communicate outcome.. Change control involves submitting, reviewing, deciding, updating plans, and communicating outcomes.

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Step 1: Review change request; Step 2: Submit change request; Step 3: Approve or reject change; Step 4: Update project management plan and communicate outcome.

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Step 1: Submit change request; Step 2: Approve or reject change; Step 3: Review change request; Step 4: Update project management plan and communicate outcome.

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Step 1: Submit change request; Step 2: Review change request; Step 3: Update project management plan and communicate outcome; Step 4: Approve or reject change.

Question 12

Drag and drop the steps for managing project communications in the correct order.

Accepted Answer

Plan Communications Management, then Manage Communications, then Monitor Communications. Communications management: plan (including requirements and technology), manage, and monitor.

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Manage Communications, then Plan Communications Management, then Monitor Communications

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Monitor Communications, then Plan Communications Management, then Manage Communications

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Plan Communications Management, then Monitor Communications, then Manage Communications

Question 13

Match each project management methodology to its characteristic.

Accepted Answer

Waterfall: Sequential phases with distinct stages such as requirements, design, implementation, testing, and deployment.. Waterfall uses sequential phases; Agile is iterative and flexible; Scrum is an Agile framework with sprints; Kanban visualizes workflow with WIP limits. Common confusions: swapping Kanban with Agile, or describing Waterfall as iterative.

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Agile: Visual management of work in progress with limits on simultaneous tasks.

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Waterfall: Iterative cycles with frequent reassessment and adaptation.

Question 14

Match each project constraint to its typical trade-off.

Accepted Answer

Time: If time is reduced, scope or cost must be adjusted. The triple constraint model (scope, time, cost) states that changing one constraint typically impacts the others. Scope increases lead to time and cost increases; reducing time requires scope or cost adjustments; reducing cost requires scope or time adjustments. Common confusions include reversing the direction of trade-offs.

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Scope: If scope increases, time and cost typically decrease

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Time: If time is increased, scope and cost must be reduced

Question 15

During the planning phase of a predictive project, the project manager notices that the project schedule does not include all required deliverables. What is the most appropriate action to address this gap?

Accepted Answer

Review the work breakdown structure (WBS) to ensure all deliverables are represented.. The work breakdown structure (WBS) is the foundation for identifying all deliverables and work packages. The schedule is built from the WBS, so if deliverables are missing, the WBS should be reviewed first. Option A is incorrect because directly updating the schedule without proper decomposition can lead to an incomplete baseline. Option B is incorrect because the project charter is a high-level authorization document and does not detail deliverables; changes to deliverables should be managed through change control after the WBS is reviewed. Option C is incorrect because adding resources does not address the root cause of missing deliverables; the WBS needs to be accurate first.

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Update the schedule to include the missing deliverables directly.

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Request a change to the project charter to accommodate the missing deliverables.

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Review the scope statement and add more resources to the project.