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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q784-Q789):

NEW QUESTION # 784
Which are the competing constraints that a project manager should address when tailoring a project?

• A. Schedule, sponsorship, scope
• B. Cost, scope, schedule
• C. Sponsorship, risk, quality
• D. Resources, quality, communication

Answer: B Explanation:
Section: Volume E
Explanation:
Tailoring is necessary because each project is unique; not every process, tool, technique, input, or output identified in the PMBoK Guide is required on every project. Tailoring should address the competing constraints of scope, schedule, cost, resources, quality, and risk. In addition, consideration of whether the customer of the project is internal or external to the organization may affect project management tailoring decisions. Sound project management methodologies take into account the unique nature of projects and allow tailoring, to some extent, by the project manager. However, the tailoring that is included in the methodology may still require additional tailoring for a given project. And that brings us to the end of Tailoring.n
NEW QUESTION # 785
A firm contracted an event management company to conduct the annual sales day event. The agreement states that the event management company will charge the firm for the actuals and receive 8% of the total cost. What type of contract Is this?

• A. Cost plus fixed fee (CPFF)
• B. Time and material (T8M)
• C. Fixed price incentive fee (FPIF)
• D. Cost plus award fee (CPAF)

Answer: A
NEW QUESTION # 786
Which Project Time Management process includes bottom-up estimating as a tool or technique?

• A. Sequence Activities
• B. Estimate Activity Durations
• C. Estimate Activity Resources
• D. Develop Schedule

Answer: C Explanation:
Explanation/Reference:
Explanation:
Process: 6.4 Estimate Activity Resources
Definition: The process of estimating the type and quantities of material, human resources, equipment, or supplies required to perform each activity.
Key Benefit: The key benefit of this process is that it identifies the type, quantity, and characteristics of resources required to complete the activity which allows more accurate cost and duration estimates.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Resource calendars
5. Risk register
6. Activity cost estimates
7. Enterprise environmental factors
8. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Alternative analysis
3. Published estimating data
4. Bottom-up estimating
5. Project management software
Outputs
1. Activity resource requirements
2. Resource breakdown structure
3. Project documents updates
NEW QUESTION # 787
What is the function of a Project Management Office (PMO)?

• A. To focus on the coordinated planning, prioritization, and execution of projects and subprojects that are tied to the parent organizations or the client's overall business objectives.
• B. To administer performance reviews for the project manager and the project team members and to handle any personnel and payroll issues.
• C. To focus on the specified project objectives and to manage the scope, schedule, cost, and quality of the work packages.
• D. To coordinate and manage the procurement of projects relevant to the parent organization's business objectives and to administer the project charters accordingly.

Answer: A Explanation:
Explanation/Reference:
Explanation:
A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:
Managing shared resources across all projects administered by the PMO;

Identifying and developing project management methodology, best practices, and standards;

Coaching, mentoring, training, and oversight;

Monitoring compliance with project management standards, policies, procedures, and templates by

means of project audits;
Developing and managing project policies, procedures, templates, and other shared documentation

(organizational process assets); and
Coordinating communication across projects.

NEW QUESTION # 788
When large or complex projects are separated into distinct phases or subprojects, all of the Process Groups would normally be:

• A. divided among each of the phases or subprojects.
• B. integrated for specific phases or subprojects.
• C. repeated for each of the phases or subprojects.
• D. linked to specific phases or subprojects.

Answer: C
NEW QUESTION # 789
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