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PMI CAPM certification is a great way for individuals to demonstrate their understanding of project management principles and practices. It is a globally recognized certification that can help individuals kickstart their career in project management. With the demand for project managers increasing, the CAPM certification can be a valuable asset to have on your resume.

PMI CAPM certification exam consists of 150 multiple-choice questions and lasts for three hours. CAPM exam covers topics such as project integration management, project scope management, project time management, project cost management, project quality management, project resource management, project communication management, project risk management, and project procurement management.

PMI CAPM Certification is an important step in your career as a project management professional. It is a great way to gain a solid understanding of the fundamental principles of project management and to demonstrate your commitment to the field. Certified Associate in Project Management (CAPM) certification can help you stand out in a competitive job market and open up new opportunities for career advancement.

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PMI Certified Associate in Project Management (CAPM) Sample Questions (Q1032-Q1037):

NEW QUESTION # 1032
An input to Develop Project Charter is a/an:

A. Project management plan.
B. Activity list.
C. Business case.
D. Cost forecast.

Answer: C

Explanation:
Section: Volume A
Explanation:
Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter
4.1.1.2 Business Case
The business case or similar document describes the necessary information from a business standpoint to determine whether or not the project is worth the required investment. It is commonly used for decision making by managers or executives above the project level. Typically, the business need and the cost-benefit analysis are contained in the business case to justify and establish boundaries for the project, and such analysis is usually completed by a business analyst using various stakeholder inputs. The sponsor should agree to the scope and limitations of the business case. The business case is created as a result of one or more of the following:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to

gasoline shortages),
Organizational need (e.g., due to high overhead costs a company may combine staff functions and

streamline processes to reduce costs.),
Customer request (e.g., an electric utility authorizing a project to build a new substation to serve a new

industrial park),
Technological advance (e.g., an airline authorizing a new project to develop electronic tickets instead of

paper tickets based on technological advances),
Legal requirement (e.g., a paint manufacturer authorizing a project to establish guidelines for handling toxic

materials),
Ecological impacts (e.g., a company authorizing a project to lessen its environmental impact), or

Social need (e.g., a nongovernmental organization in a developing country authorizing a project to provide

potable water systems, latrines, and sanitation education to communities suffering from high rates of cholera).
Each of the examples in this list may contain elements of risk that should be addressed. In the case of multiphase projects, the business case may be periodically reviewed to ensure that the project is on track to deliver the business benefits. In the early stages of the project life cycle, periodic review of the business case by the sponsoring organization also helps to confirm that the project is still aligned with the business case. The project manager is responsible for ensuring that the project effectively and efficiently meets the goals of the organization and those requirements of a broad set of stakeholders, as defined in the business case.

NEW QUESTION # 1033
A software development team is pulling work from its backlog to be performed immediately as they become available. What emerging practice for project scheduling is the team using?

A. Quality
B. Iterative
C. Interactive
D. On-demand

Answer: B

NEW QUESTION # 1034
Which of the following is a component of three-point estimates?

A. Anticipated
B. Most likely
C. Probabilistic
D. Expected

Answer: B

Explanation:
Section: Volume E

NEW QUESTION # 1035
Which of the following buffers protects the target finish date from slippage along the critical chain?

A. Feeding buffer
B. Duration buffer
C. Project buffer
D. Critical buffer

Answer: C

Explanation:
Section: Volume E
Explanation:
6.6.2.3 Critical Chain Method
The critical chain method (CCM) is a schedule method that allows the project team to place buffers on any project schedule path to account for limited resources and project uncertainties. It is developed from the critical path method approach and considers the effects of resource allocation, resource optimization, resource leveling, and activity duration uncertainty on the critical path determined using the critical path method. To do so, the critical chain method introduces the concept of buffers and buffer management. The critical chain method uses activities with durations that do not include safety margins, logical relationships, and resource availability with statistically determined buffers composed of the aggregated safety margins of activities at specified points on the project schedule path to account for limited resources and project uncertainties. The resource-constrained critical path is known as the critical chain.
The critical chain method adds duration buffers that are non-work schedule activities to manage uncertainty.
One buffer, placed at the end of the critical chain, as shown in Figure 6-19, is known as the project buffer and protects the target finish date from slippage along the critical chain. Additional buffers, known as feeding buffers, are placed at each point where a chain of dependent activities that are not on the critical chain feeds into the critical chain. Feeding buffers thus protect the critical chain from slippage along the feeding chains.
The size of each buffer should account for the uncertainty in the duration of the chain of dependent activities leading up to that buffer. Once the buffer schedule activities are determined, the planned activities are scheduled to their latest possible planned start and finish dates. Consequently, instead of managing the total float of network paths, the critical chain method focuses on managing the remaining buffer durations against the remaining durations of chains of activities.

Figure 6-19. Example of Critical Chain Method

NEW QUESTION # 1036
An input to Close Project or Phase is:

A. Final products or services.
B. Document updates.
C. Work performance information.
D. Accepted deliverables.

Answer: D

Explanation:
Section: Volume A
Explanation:
Process: 4.6. Close Project or Phase
Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
Inputs
1. Project management plan
2. Accepted deliverables
3. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Final product, service, or result transition
2. Organizational process assets updates

NEW QUESTION # 1037
......

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