CAPM Predictive Plan-Based Methodologies Practice Test 4 — 15 Questions

Question 1

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 2

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. 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

Question 3

A project is in the execution phase. The earned value analysis shows a Cost Performance Index (CPI) of 0.8 and a Schedule Performance Index (SPI) of 0.9. What is the best interpretation of these metrics?

Accepted Answer

The project is over budget and behind schedule.. A CPI of 0.8 (less than 1) indicates the project is over budget (cost overrun), and an SPI of 0.9 (less than 1) indicates the project is behind schedule. Option B is wrong because it claims the project is under budget, but CPI < 1 means over budget. Option C is wrong because it claims ahead of schedule, but SPI < 1 means behind schedule. Option D is wrong because it claims both under budget and ahead of schedule, which is the opposite of the metrics.

Answer

The project is under budget but behind schedule.

Answer

The project is over budget but ahead of schedule.

Answer

The project is under budget and ahead of schedule.

Question 4

A key stakeholder requests a new feature after the project requirements have been formally approved and the scope baseline has been set. What is the first process the project manager should follow?

Accepted Answer

Submit a change request through Perform Integrated Change Control. When a change is requested after the scope baseline is set, the formal process is to submit a change request through Perform Integrated Change Control. Option A (Validate Scope) is about formal acceptance of deliverables, not handling changes. Option C (Control Scope) monitors scope status but does not approve changes. Option D (Direct and Manage Project Work) executes work, not manages change requests.

Answer

Validate Scope to confirm the new feature

Answer

Control Scope to update the scope baseline

Answer

Direct and Manage Project Work to incorporate the feature

Question 5

A project manager is estimating activity durations for a new software development project. The manager has data from three similar previous projects, but the new project is slightly larger in scope. Which estimating technique is most appropriate given the available data?

Accepted Answer

Analogous estimating. Analogous estimating is the most appropriate technique because it uses historical data from similar previous projects to estimate the current project's activity durations, adjusting for known differences such as scope. The other techniques are less suitable: parametric estimating requires a statistical relationship, three-point estimating needs optimistic/pessimistic/most likely estimates, and bottom-up estimating is too detailed for early stages.

Answer

Parametric estimating

Answer

Three-point estimating

Answer

Bottom-up estimating

Question 6

In a predictive (waterfall) project, the project phases are completed sequentially. If the design phase is delayed by two weeks, what is the likely impact on the project?

Accepted Answer

The project duration is extended by exactly two weeks.. In a predictive (waterfall) lifecycle, project phases are completed sequentially, and each phase depends on the completion of the previous one. Therefore, a two-week delay in the design phase will push back the start of all subsequent phases (e.g., development, testing) by two weeks, resulting in the project duration being extended by exactly two weeks. Option A is correct. Option B is incorrect because overlapping phases (fast-tracking) is generally not allowed in a strict waterfall approach without changing methodology. Option C is incorrect because later phases cannot start on time if they depend on design outputs. Option D is incorrect because design is typically on the critical path in a sequential project, so any delay directly impacts the project end date.

Answer

The delay can be recovered by overlapping subsequent phases.

Answer

Only the design phase is affected; later phases can start on time.

Answer

No impact because design is not on the critical path.

Question 7

Which document formally authorizes the project and provides the project manager with the authority to apply organizational resources to project activities?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the project and gives the project manager the authority to apply organizational resources. Option B (project management plan) guides execution but does not authorize. Option C (business case) provides justification. Option D (scope statement) details scope but does not authorize.

Answer

Project management plan

Answer

Business case

Answer

Project scope statement

Question 8

A project manager is planning risk responses for a high-impact, low-probability risk. The team decides to purchase an insurance policy to cover potential losses. Which risk response strategy is being used?

Accepted Answer

Transfer. Risk transfer involves shifting the impact to a third party, like insurance. Option A is wrong because risk avoidance changes the plan to eliminate the risk. Option C is wrong because risk mitigation reduces probability or impact. Option D is wrong because risk acceptance acknowledges the risk without action.

Answer

Avoidance

Answer

Acceptance

Answer

Mitigation

Question 9

Which TWO of the following are tools and techniques used in the Plan Schedule Management process?

Accepted Answer

Rolling wave planning. Options A and B are correct. Rolling wave planning is a technique for progressive elaboration used in developing the schedule management plan, while bottom-up estimating is used to estimate activity durations and resources, which informs the schedule management plan. Both are considered tools and techniques in the Plan Schedule Management process. Leads and lags (C) and critical path method (D) are techniques used in the Develop Schedule process, not in Plan Schedule Management. Decomposition (E) is used for scope definition.

Answer

Leads and lags

Answer

Critical path method

Answer

Decomposition

Question 10

Which THREE of the following are outputs of the Control Quality process?

Accepted Answer

Work performance information. Options B, C, and D are correct. Control Quality outputs include quality control measurements, validated deliverables, work performance information, change requests, and project documents updates. A (Quality metrics) is an input. E (Project management plan updates) is not a direct output; changes to the PM plan go through integrated change control.

Answer

Quality metrics

Answer

Project management plan updates

Question 11

Which THREE of the following are components of the project management plan?

Accepted Answer

Schedule baseline. Options A, D, and E are correct. The project management plan includes baselines (scope, schedule, cost) as core components. Quality metrics (B) are part of the quality management plan, which is a subsidiary plan, but not a standalone component of the PM plan. The risk register (C) is a project document, not a component of the project management plan.

Answer

Quality metrics

Answer

Risk register

Question 12

How many work packages are at WBS level 2 (the second level) in this exhibit?

Accepted Answer

3. Level 1 is '1.0 Project'. Level 2 consists of '1.1 Planning', '1.2 Execution', and '1.3 Closure' — that's three work packages. Option B incorrectly counts four, option C counts two, and option D counts six (the leaf nodes).

Answer

4

Answer

2

Answer

6

Question 13

Using the risk register entry shown, what is the expected monetary value (EMV) of this risk?

Accepted Answer

$40,000. $40,000. EMV = Probability * Impact = 0.8 * $50,000 = $40,000. Option A ($10,000) incorrectly uses a probability of 0.2. Option B ($50,000) uses the impact alone without probability. Option C ($80,000) is likely from multiplying 0.8 by $100,000 or a calculation error.

Answer

$10,000

Answer

$50,000

Answer

$80,000

Question 14

During the execution phase of a predictive project, the team discovers that a key deliverable does not meet the acceptance criteria defined in the project management plan. What is the FIRST step the project manager should take?

Accepted Answer

Initiate a change request. The first step is to initiate a change request to correct the defect, as changes to deliverables require formal change control. Updating the risk register or re-baselining without change authorization is incorrect. Root cause analysis may follow but is not the immediate first step.

Answer

Re-baseline the schedule

Answer

Conduct a root cause analysis

Answer

Update the risk register

Question 15

A project manager is developing the WBS for a large construction project. She has identified the major deliverables and decomposed them into work packages. Which of the following BEST describes the next step in the WBS creation process?

Accepted Answer

Decompose work packages into activities. After creating the WBS and decomposing deliverables into work packages, the next step is to further decompose work packages into activities for scheduling. Assigning resources or estimating costs comes later, and stakeholder approval occurs after verification.

Answer

Estimate the cost of each work package

Answer

Assign resources to each work package

Answer

Obtain stakeholder approval of the WBS