CAPM Quick Quiz — 10 Questions

Question 1

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.

Answer

Risk

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Work package

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Resource calendar

Question 2

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.

Answer

Accept the delay and update the project schedule accordingly.

Answer

Submit a change request to extend the deadline.

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Immediately add resources to the delayed activity to catch up.

Question 3

In Kanban, the team is experiencing frequent bottlenecks at the testing stage. Which practice should they adopt to improve flow?

Accepted Answer

Limit the WIP at each stage, especially testing.. In Kanban, limiting Work in Progress (WIP) at each stage is a core practice to expose bottlenecks and improve flow. By capping the number of items allowed in testing, the team prevents work from piling up, forcing them to finish existing tasks before pulling new ones. This directly addresses the frequent bottlenecks by making the constraint visible and actionable, enabling the team to focus on completing testing rather than starting more work.

Answer

Increase the batch size of work items.

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Conduct daily stand-up meetings.

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Add more testers to the testing phase.

Question 4

A project manager is performing risk response planning for a high-priority risk. The risk has a high probability and high impact. Which response strategy is most appropriate to reduce the probability and/or impact?

Accepted Answer

Mitigate. Mitigation is the risk response strategy that reduces the probability and/or impact of a risk to an acceptable level. For a high-probability, high-impact risk, mitigation is the most appropriate proactive response because it directly addresses the risk's likelihood or consequences through actions such as testing, redundancy, or process improvements.

Answer

Transfer

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Accept

Answer

Avoid

Question 5

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.

Answer

18.33 days

Answer

20.00 days

Answer

15.00 days

Question 6

A project manager is evaluating the impact of a potential risk on project objectives. The risk has a probability of 0.3 and an impact of $50,000. What is the expected monetary value (EMV) of this risk?

Accepted Answer

$15,000. The expected monetary value (EMV) of a risk is calculated by multiplying the probability of the risk occurring by its potential impact. In this case, the probability is 0.3 and the impact is $50,000, so EMV = 0.3 × $50,000 = $15,000. This quantifies the average expected loss or gain from the risk, which is used in decision-making and contingency reserve planning.

Answer

$50,000

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$150,000

Answer

$1,500

Question 7

A project manager is developing a project schedule for a software development project using a predictive approach. After identifying activities and sequencing them, what is the NEXT step?

Accepted Answer

Estimate activity durations. In PMBOK's predictive (waterfall) schedule management process, the sequence is: Plan Schedule Management → Define Activities → Sequence Activities → Estimate Activity Durations → Develop Schedule → Control Schedule. Since the question states activities have already been identified and sequenced, the next step is to estimate how long each activity will take, which is 'Estimate Activity Durations.' Only after durations are estimated can the schedule be developed.

Answer

Control schedule

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Define activities

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Develop schedule

Question 8

In a project to implement a new customer relationship management (CRM) system, the business analyst needs to understand the current workflows and identify areas for improvement. Which technique should be used?

Accepted Answer

Process modeling. Process modeling is the correct technique because it visually maps out the current workflows, showing the sequence of activities, decision points, and handoffs in the CRM system. This allows the business analyst to identify inefficiencies, bottlenecks, and areas for improvement in the existing processes before designing the new system.

Answer

Document analysis

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Benchmarking

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Root cause analysis

Question 9

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 10

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 the WBS is created down to the work package level, the next step in project planning is to further decompose those work packages into individual activities. This is done in the 'Define Activities' process, which is part of the Planning Process Group and specifically under Project Schedule Management. The WBS focuses on deliverables, while activities represent the work needed to produce those deliverables. Therefore, decomposing work packages into activities is the logical next step before estimating durations, costs, or resources.

Answer

Estimate the cost of each work package

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Assign resources to each work package

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Obtain stakeholder approval of the WBS