CAPM Sample Exam 2 CAPM Sample Exam 2 1 / 50 A business analyst in a technology company has created a business case for developing a new company brand aimed at smartphone products for customers in the 65 to 85-year-old demographic. The company plans to launch the new brand within the next 2 years and has authorized several related projects. The initiative includes unique marketing, hardware design, and software development using artificial intelligence (AI) to assist users. Which type of organizational concept is this? Project Program Portfolio Operations 2 / 50 A software development project with a fixed budget and tight schedule is in the execution phase. The project team identifies a potential security vulnerability in the software that could lead to data breaches if not addressed promptly. This vulnerability was not initially identified during the project planning phase. What is the best way to categorize the security vulnerability in this scenario? A risk because it poses a potential threat to the project's success A constraint because it affects the project's budget and schedule An issue because it is a current problem that needs immediate attention An assumption because it was not identified during the planning phase 3 / 50 Which of the following best describes the difference between organizational change management and change control? Change management focuses on evaluating stakeholder needs, whereas change control involves creating something new. Change management is a structured approach for transitioning organizations, mindsets, and culture, whereas change control deals with changes at the project level. Change management is about rapidly responding to changes, whereas change control acts as an agent for change. Change management and change control are synonymous and can be used interchangeably. 4 / 50 An environmental conservation project is working to restore an ecosystem. Which of the following is a product deliverable in this project? Stakeholder communication and risk management strategies specific to the ecosystem restoration. Procurement strategy for acquiring materials necessary for ecosystem restoration. Techniques for ecosystem restoration and the characteristics of the restored ecosystem. Quality standards for a healthy and restored ecosystem. 5 / 50 What is the difference between a milestone and a task duration? A milestone is used only in adaptive approaches, whereas a task duration is used only in predictive approaches. A milestone indicates the end of a phase, whereas a task duration indicates the length of a phase. A milestone contains no time value, whereas a task duration indicates an interval of time. A milestone is permanent, whereas a task duration can be changed. 6 / 50 Which statement correctly describes the intention and practice of lessons learned correctly? Project managers create the inputs for lessons learned, which is a project document and a formal report that are placed in the archive. Lessons learned should be captured at the end of a project when the team has the time to focus on the task. The project team should practice continuous improvement and learning throughout the project life cycle and transfer what they learn to future projects. A team meeting at the end of a project to document what went wrong is sufficient to record lessons learned. 7 / 50 Which option distinguishes correctly between the roles of a project manager and a project sponsor? A project manager focuses on strategic decisions; a project sponsor handles daily tasks. A project manager leads project initiation and planning; a project sponsor oversees execution and monitoring. A project manager is a technical expert; a project sponsor manages finances and procurement. A project manager facilitates project success; a project sponsor provides high-level support and funds the project. 8 / 50 A group of project managers is discussing a senior executive’s recent presentation on being leaders rather than managers. Management entails following set frameworks, whereas leadership is responsible for creating the frameworks. Executives and others who make strategic decisions are leaders, whereas lower-level managers are limited to management tasks. Leadership means prioritizing individuals and interactions over processes and tools, whereas management means putting quality first. Leadership means being visionary and setting an example for others to follow, whereas management focuses on achieving targets. 9 / 50 A project team is in the middle of a timeboxed iteration. A project manager has decision-making authority, and the team works autonomously on tasks. A technical issue arises that will potentially affect quality. Which action should the project team take? Create an entry in the risk log. Escalate to the project manager, depending on the severity. Address the issue. Perform cost of quality (COQ) analysis. 10 / 50 The project management plan specifies that an appropriate development approach has been selected to produce the project deliverables. Where in the project life cycle will the overall project risk be the lowest? Initiation Planning Execution Closing 11 / 50 A project manager for a software project is creating a schedule. Which three actions should the project manager take? (Choose 3) Identify project activities. Determine the stakeholder communication preferences. Estimate activity durations. Assess stakeholder risk tolerance. Identify the activity dependencies. 12 / 50 A project manager is decomposing the scope of a project to scrap a squadron of submarines. Where will the project manager record details about the deliverables, activities, and scheduling information for each component of work? Schedule Baseline WBS Dictionary Work Package Project Management Plan 13 / 50 A project to resurface a city’s roads and upgrade all the bus stops with solar panels is scheduled to last for 2 years. The total budget allocated by the city is US$2 million. After 6 months, the project manager wants to know the value of the work completed since the start of the project. Which metric is required? Actual cost (AC) Cost variance (CV) Planned value (PV) Earned value (EV) 14 / 50 A project team is working on a 6-month software project with a budget of US$150,000. After 3 months, the team assesses the project's progress. At this point, the team determines that US$70,000 worth of work has been completed, but the planned value for this stage was US$75,000. -US$5,000 US$75,000 -US$80,000 US$145,000 15 / 50 A hybrid development team is working on a complex Internet of Things (IoT) solution, and the project manager observes a characteristic that exemplifies positive agile team dynamics. Which of the following is that characteristic? The project team defines the project vision on their own. Team members develop multiple skills to effectively manage various aspects of the project. Team members have I-shaped skills. The team really enjoys daily standups and often continues them for about 1 hour. 16 / 50 A project to build a parking garage is using a predictive development approach. Toward the end of the project, the project manager wants to run a few iterations to test traffic flow and capacity and has asked the team to plan four timeboxed iterations based on information in the work breakdown structure (WBS). Convert the work packages listed under the relevant control account. Match the levels of the WBS to levels in a story map template and plan a release. Translate the content of the work package into user stories and place them on a product backlog. Create an iteration backlog for each related work package. 17 / 50 In a daily standup, the following conversation takes place. Which team member’s statement is in the correct format for standups? Team member J gives a review of the Six Sigma training they attended and encourages everyone to try it. Team member A provides details of a code they are debugging. Team member K asks the project team to vote on whether they should lease or buy the equipment needed for the next phase. Team member M states that the feature set they started yesterday might be working by the end of today and describes a communication problem. 18 / 50 An agile project team is working with a very busy key stakeholder, who does not respond to emails and communications right away. How can the team align this stakeholder with the project team’s way of working? Send a formal, monthly report to the stakeholders. Ask the stakeholder to attend a weekly status meeting. Invite the key stakeholder to the iteration review meetings. Send the stakeholder a daily email with the project status. 19 / 50 A junior team member joined a team working in a Scrum environment. The project team is coaching the new team member and has delegated the simplest tasks for planning the next iteration. Which two tasks should the junior team member complete? (Choose 2) Assist in prioritizing tasks based on their dependencies. Update the iteration backlog as tasks are completed or changed. Process stakeholder feedback. Facilitate the daily scrum meeting. Track performance metrics using earned value analysis. 20 / 50 A business analyst has identified stakeholders for an initiative and performed an initial classification. Most are listed as neutral, but one is classified as resistant. The business analyst plans to speak to the resistant stakeholder personally. What should be the goal of the business analyst's conversation with the resistant stakeholder? Persuade them to remove themselves from the list of stakeholders. Discover why they are resistant to the initiative. Determine how much power the stakeholder has. Convince them to take on a leadership role. 21 / 50 A business analyst is working with a development team to explore a solution for an internal app. Which tool or technique should they use to visualize the product for the end user? Use case diagram Wireframe diagram Process flow diagram Story map 22 / 50 A company is exploring a new mobile technology to improve a business process. Which is a key output of the business analyst's investigation? Project Charter Business Need Situation Statement Scope Statement 23 / 50 Which statement about the product roadmap is correct? A product roadmap specifies the features, tasks, and resources for each phase of the product development cycle. A product roadmap is a static document that defines the scope and requirements of the product. A product roadmap helps the product team manage their daily tasks and track their progress against the product backlog. A product roadmap is flexible and adaptable to changing market conditions and customer expectations. 24 / 50 A business analyst is working on a complex software initiative for a financial institution. The stakeholders approve a project and create a project charter. The assigned project manager decides on an agile development approach. Which statement describes the kind of work this business analyst can look forward to on this project? Create a detailed project plan with specific milestones and deadlines. Act as a liaison between stakeholders and development teams, facilitating communication and collaboration. Document extensive requirements in a comprehensive requirements specification document. " Focus on risk assessment and mitigation strategies to facilitate project success. 25 / 50 A business analyst is working with a celebrity stakeholder to create user stories for development of a new brand of perfume. As a successful singer with a global reputation for sophistication, I want to be able to offer an equally sophisticated perfume so that I can increase brand awareness and make my fans happy. Which of the following options is part of the possible acceptance criteria for this user story? Enough people are surveyed and respond positively with an average Net Promoter Score® (NPS) of 8. The sales team identifies 35 new channels to stock the perfume. The project team hires the best perfume designers. The customer test groups consistently approve the design and scent as “sophisticated”, and with a likelihood to recommend (LTR) of 4/5. 26 / 50 Your project follows an Agile approach, and stakeholders want to stay involved. What ensures continuous stakeholder involvement? Daily stand-up meetings Weekly emails Monthly reports One-time meetings Daily stand-up meetings keep stakeholders engaged and updated on project progress. 27 / 50 A stakeholder requests a major change just before the final project phase. How should a project manager handle it? Reject the request Assess the impact and follow change control Approve it immediately Ignore the request Every change request must go through an impact analysis and formal approval process. 28 / 50 The project is complete, and all deliverables are accepted. What should a project manager do next? Release resources and close contracts Start a new project Skip lessons learned Track project indefinitely The closure process includes finalizing contracts, releasing resources, and documenting lessons learned. 29 / 50 A key team member resigns in the middle of a critical project phase. What should a project manager do? Escalate to senior management Update risk register and apply mitigation Assign their work to another overloaded team member Pause the project Identifying risks early and having a mitigation plan ensures minimal disruption. 30 / 50 You need to choose a contract type that minimizes financial risk for the buyer. Which contract type reduces the buyer’s financial risk? Fixed-price Cost-plus Time & Materials Cost-reimbursable Fixed-price contracts lock in the cost, preventing unexpected expenses. 31 / 50 Two team members have a disagreement over task ownership. What is the best way to resolve this conflict? Forcing Withdrawing Collaborating Avoiding Collaboration ensures both parties contribute to a mutually beneficial solution. 32 / 50 A stakeholder misunderstands an important project update due to an unclear email. What is the best way to prevent miscommunication? Use face-to-face communication Resend the email Remove the stakeholder Escalate the issue Face-to-face or video communication ensures clarity and immediate feedback. 33 / 50 Your project's Earned Value (EV) is $40,000, but the Actual Cost (AC) is $50,000. What is the Cost Performance Index (CPI)? 0.8, Over budget 1.2, Under budget 1.0, On budget 0.8, Under budget CPI = EV / AC = 40,000 / 50,000 = 0.8. A CPI < 1 means the project is over budget. 34 / 50 Your project depends on a key supplier, but there is a risk of delay. What is the best way to handle this risk? Accept the risk Develop backup suppliers Increase the budget Ignore the risk Having backup suppliers (a risk mitigation strategy) reduces dependency on a single vendor. 35 / 50 One of your team members is assigned to multiple projects and is overworked. What is the best way to handle this? Remove them from one project Use resource leveling Ask them to work extra hours Assign more tasks to others Resource leveling adjusts the schedule to ensure workload is evenly distributed, preventing burnout. 36 / 50 Midway through the project, a customer requests additional features that were not part of the original scope. What should the project manager do first? Implement the changes since they benefit the project. Analyze the impact and go through the change control process. Reject the request to avoid scope creep. Ask the team to work overtime to accommodate the changes. All scope changes must be evaluated for their impact on cost, time, and quality before approval. 37 / 50 A key stakeholder is frustrated because they feel uninformed about project progress. What is the BEST action for the project manager? Provide them with project reports regularly. Hold daily meetings to keep them updated. Escalate the issue to the project sponsor. Ignore their concerns since updates are already provided. Effective stakeholder communication requires ensuring that the right information is shared with the right people at the right time. 38 / 50 You are a new project manager and have been asked to evaluate multiple project proposals for selection. The sponsor emphasizes the need to choose the most profitable project. Which method should you use? Payback period Net present value (NPV) Internal rate of return (IRR) Cost-benefit analysis NPV considers the time value of money and provides a clear picture of long-term profitability, making it the best option for financial project selection. 39 / 50 Your team has completed the initial project charter draft. Who should approve the charter to formally authorize the project? Project Manager Project Sponsor Key Stakeholders Functional Managers The project sponsor is responsible for formally authorizing and funding the project by signing the charter. 40 / 50 In a very large project having a budget of $5 million and a project team of over one hundred persons, the project manager constructs a work breakdown structure. The project manager will do the WBS to the detail level of which of the following? Task Activity WBS element Work Package The project manager will normally break the WBS down to the work package level. Work packages can be broken down further into tasks and activities. 41 / 50 Which of the following is NOT a characteristic of a successful project manager? Ability to lead and motivate the project team. Knowledge of the project management process. Ability to enforce project policies without exception. Ability to manage stakeholder expectations. While enforcing policies is important, being flexible and adapting to changing circumstances is also key to being a successful project manager. 42 / 50 Which of the following is the MOST likely to happen if the project sponsor is not actively involved in a project? Project success rates will improve. The project manager will receive more support for decision-making. The project will have more resources. The project may lack direction and sufficient support. Without an actively involved sponsor, the project can lack guidance, support, and critical decisions, leading to project failure or issues. 43 / 50 You are managing a project that involves two vendors, A and B. During the project, vendor A’s performance is not as expected, and vendor B suggests that the issue is related to vendor A’s poor performance. The project manager’s BEST course of action is to: Terminate the contract with vendor A. Ignore vendor B’s comments and focus on the project. Investigate vendor A’s performance to assess the issue. Reassign tasks from vendor A to vendor B. the project manager should first assess the situation by investigating the vendor's performance and determine whether corrective action is needed. 44 / 50 During risk management activities, 236 risks have been identified, which are caused by 13 root causes. You could eliminate the 234 risks through your risk management activities. For the remaining 2 risks, you, together with your team, could not find a way to mitigate or avoid them. These risks are: Low priority risks. Risks that should be transferred. Critical risks. Risks that should be accepted. Since you couldn’t mitigate or transfer these risks, the best approach is to accept them and monitor them closely. 45 / 50 A project manager is quantifying risk for her project. She needs an expert opinion in this process and related experts are spread over different geographical locations. How can she continue? Using Monte Carlo analysis online Applying the critical path method Determine options for recommended corrective action Applying the Delphi Technique This technique involves collecting expert opinions anonymously and iterating until a consensus is reached. 46 / 50 All of the following about communication models are true EXCEPT: The sender encodes his thoughts and sends them to the receiver. Information is sent by the sender to the receiver with the assistance of the medium. The receiver acknowledges if he agrees with the information he received. The message is decoded by the receiver into thoughts. Acknowledgment simply means the receiver has received the message, not necessarily that they agree with it. 47 / 50 Conflict resolution techniques that may be used on a project include confronting, smoothing, forcing, and: Withdrawing Directing Organizing Controlling Withdrawing, or avoiding, is a conflict resolution technique. The other options are unrelated to conflict resolution. 48 / 50 During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons EXCEPT: Lack of a WBS Lack of a responsibility assignment matrix Lack of resource leveling Lack of team involvement in project planning The ambiguity in task assignments is likely due to a lack of a WBS, a responsibility assignment matrix, or team involvement in planning. Resource leveling pertains to scheduling, not task clarity. 49 / 50 You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that the purpose of a quality audit is: Part of an ISO 9000 investigation. To check if the customer is following its quality process. To identify inefficient and ineffective policies. To check the accuracy of costs submitted by the team. A quality audit aims to check if the team is following quality standards and procedures to identify areas for improvement. 50 / 50 You are the program-level manager with several project activities underway. In the executing process group, you begin to become concerned about the accuracy of progress reports from the projects. What would BEST support your opinion that there is a problem? Quality Audits Risk Quantification Reports Regression Analysis Monte Carlo Analysis If you are concerned about the accuracy of progress reports, conducting a quality audit will help verify whether the standards of the organization are being met. Your score is 0% For more Sample papers, refer the links below: CAPM SAMPLE EXAM 1 PMP Self-Certification PMP Sample 1 PMP Sample 2 PMP Sample 3 PMP Sample 4 PMP Sample 5 PMP Pre-assessment
