CAPM Predictive Plan-Based Methodologies Practice Test 3 — 15 Questions

Question 1

A project manager in a predictive manufacturing project needs to procure a specialized component. The procurement process requires a detailed statement of work (SOW) and firm fixed price (FFP) contract. What should the project manager create first?

Accepted Answer

Create the procurement management plan.. Option C is correct because the procurement management plan guides the entire procurement process, including how to create SOW and select contract type. Option A is wrong because make-or-buy analysis is part of planning but not the first document. Option B is wrong because the SOW is created after the plan. Option D is wrong because the contract is created after selecting the seller.

Answer

Develop the procurement statement of work (SOW).

Answer

Conduct a make-or-buy analysis.

Answer

Draft the contract with the selected seller.

Question 2

During a predictive project's execution phase, a key stakeholder requests a change that adds a minor feature. The project manager assesses the impact and determines the change will increase cost by 5% and extend the schedule by two days, which is within the contingency reserves. What should the project manager do first?

Accepted Answer

Submit a change request to the change control board (CCB).. Option D is correct because the change control process requires submitting the change request to the change control board (CCB) for approval before implementation. Option A is wrong because implementing without approval bypasses change control. Option B is wrong because the project charter is not updated for minor changes; that is part of integrated change control. Option C is wrong because the project manager cannot unilaterally approve changes unless given authority; the CCB typically approves.

Answer

Approve the change immediately and inform the team.

Answer

Update the project charter to reflect the new feature.

Answer

Implement the change since it is within the contingency reserves.

Question 3

A project manager is creating a risk response plan for a predictive construction project. One risk has a high probability and high impact. The team decides to purchase insurance to cover potential losses. Which risk response strategy is being used?

Accepted Answer

Transfer. Option B is correct because transferring risk involves shifting the impact to a third party, such as insurance. Option A is wrong because mitigation reduces probability or impact, not transfer. Option C is wrong because avoidance eliminates the risk entirely. Option D is wrong because acceptance acknowledges the risk without action.

Answer

Avoid

Answer

Accept

Answer

Mitigate

Question 4

A project team is developing a quality management plan for a predictive software development project. Which tool is most appropriate to identify the root causes of potential defects?

Accepted Answer

Ishikawa diagram. Option C is correct because the Ishikawa (fishbone) diagram is used to identify root causes of problems. Option A is wrong because control charts monitor process stability. Option B is wrong because Pareto charts prioritize issues. Option D is wrong because flowchart maps processes.

Answer

Pareto chart

Answer

Flowchart

Answer

Control chart

Question 5

A project manager is reviewing the project schedule and sees that Task D depends on the completion of Task C, but Task C can start only after Task B finishes. Task B can start only after Task A. This is an example of which dependency?

Accepted Answer

Sequential dependency. Option B is correct because the tasks are linked in a series: A→B→C→D. Option A is wrong because merge activity occurs when multiple predecessors converge. Option C is wrong because parallel tasks overlap in time. Option D is wrong because a lag is a delay, not a dependency sequence.

Answer

Parallel dependency

Answer

Lag dependency

Answer

Merge activity

Question 6

A project manager is estimating the duration of a task using parametric estimation. Historical data shows that a similar task took 10 hours per unit, and 50 units are required. The team's productivity is expected to be 20% slower due to new team members. What is the estimated duration?

Accepted Answer

600 hours. Option C is correct: 10 hours/unit * 50 units = 500 hours. With 20% slower, total hours = 500 * 1.2 = 600 hours. Option A is wrong because it does not account for slowdown. Option B is wrong by using a factor of 0.8 (faster). Option D is wrong by adding 20% to the final value incorrectly.

Answer

400 hours

Answer

550 hours

Answer

500 hours

Question 7

Which THREE of the following are key components of a work breakdown structure (WBS) dictionary?

Accepted Answer

Schedule milestones. Options A, C, and D are correct. The WBS dictionary includes description, responsible organization, and schedule milestones. Option B is wrong because the network diagram is not part of the dictionary. Option E is wrong because the project charter is a separate document.

Answer

Project charter

Answer

Network diagram of activities

Question 8

Which TWO of the following are valid techniques for schedule compression in a predictive project?

Accepted Answer

Fast tracking. Options B and D are correct. Crashing adds resources, fast tracking overlaps activities. Option A is wrong because resource leveling can lengthen schedule. Option C is wrong because lag increases duration. Option E is wrong because Monte Carlo simulation is a modeling technique, not compression.

Answer

Adding lag

Answer

Monte Carlo simulation

Answer

Resource leveling

Question 9

Which THREE of the following are typically included in a project management plan (as opposed to project documents)?

Accepted Answer

Schedule management plan. Options A, C, and E are correct. The scope management plan, schedule management plan, and risk management plan are subsidiary plans of the project management plan. Option B is wrong because the issue log is a project document. Option D is wrong because the stakeholder register is a project document.

Answer

Stakeholder register

Answer

Issue log

Question 10

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

Accepted Answer

15 days. Option B is correct. Path A-B-D-E-G = 3+4+5+2+1 = 15 days. Path A-C-D-F-G = 3+2+5+3+1 = 14 days. The longest path is 15 days. Option A, C, D are incorrect.

Answer

16 days

Answer

14 days

Answer

13 days

Question 11

Based on the exhibit, which risk should the project manager prioritize for proactive response?

Accepted Answer

R001. Option D is correct because Risk R001 has the highest risk score (0.56), indicating the highest priority. Option A, B, C are incorrect because they have lower scores.

Answer

R002

Answer

R003

Answer

All risks have equal priority.

Question 12

Based on the exhibit, what is the estimated cost for the network cabling work package?

Accepted Answer

$15,000. Option C is correct. The WBS dictionary shows Cost: $15,000. Option A, B, D are incorrect.

Answer

$20,000

Answer

$12,000

Answer

$10,000

Question 13

A project manager needs to decompose the project scope into smaller, more manageable components to provide a framework for detailed planning. Which technique should the project manager use?

Accepted Answer

Work Breakdown Structure (WBS). Option C is correct because the Work Breakdown Structure (WBS) is the tool used to decompose scope into work packages. Option A is wrong because a Gantt chart is for scheduling, not decomposition. Option B is wrong because the RACI matrix is for responsibility assignment. Option D is wrong because the critical path method is for schedule analysis.

Answer

RACI matrix

Answer

Critical Path Method (CPM)

Answer

Gantt chart

Question 14

During the creation of the project schedule, a project manager needs to identify and document the logical relationships among activities. Which technique should be used?

Accepted Answer

Precedence Diagramming Method (PDM)

Answer

Program Evaluation and Review Technique (PERT)

Answer

Resource leveling

Answer

Gantt chart

Question 15

A project has a critical path duration of 45 days. Activity X on the critical path can be crashed by 3 days at an additional cost of $500 per day. Activity Y, a non-critical activity with 10 days of float, can also be crashed by 3 days at $600 per day. The project manager wants to reduce the project duration by 3 days at minimum cost. What should the project manager do?

Accepted Answer

Crash Activity X by 3 days for $1,500. Option A is correct because crashing Activity X on the critical path directly reduces the project duration. Option B is wrong because crashing Activity Y does not reduce the overall project duration since it has float. Option C is wrong because crashing both is unnecessary and more expensive. Option D is wrong because crashing a non-critical activity does not affect the critical path.

Answer

Crash both activities by 3 days for $3,300

Answer

Crash Activity Y by 1 day for $600 and Activity X by 2 days for $1,000

Answer

Crash Activity Y by 3 days for $1,800