Achieve Success in the PMI CAPM Exam: A Detailed Certified Associate in Project Management (CAPM) Guide

Decision making and expert judgment

Expert judgment and data analysis

Data analysis and meetings

Meetings and cost aggregation

Traceability matrix

B Lessons learned

Change control procedures

D Resource availability

Manage Quality is all about following planned processes and provedures for quality, while Control Quality is about making sure that the product which is produced conforms to customer specifications.

Control Quality is all about following planned process and procedures for quality, while Manage Quality is about making sure that the product which is produced conforms to customer specifications.

Manage Quality and Control Quality are the same

Manage Quality is part of Quality Management and Control is a subset of the Stakeholder Management Process group

Get expert judgment.

Count on personal experience.

Ask project sponsors.

Delay the project until technical uncertainty is clarified

The correctness of a deliverable

The completeness of a deliverable

The deliverable requirements

The customer acceptance of a deliverable

Resource availability

Infrastructure

Academic research

Corporate knowledge base

Detailed project scope statement

Creation of work breakdown strucure (WBS)

Impact analysis

Duration for implementation

Schedule Networfc Analysis and Critical Path Method

Activity I ist and Fxpert Judgement

Milestone Iist and Risk Register

Basis ot estimates and Rolling Wave Planning

Adaptive

Predictive

Iterative

Incremental

Budgeted work that has been completed

Total costs incurred while accomplishing work

Budget associated with planned work

Cost efficiency of budgeted resources

Activities and story points

Iteration and prioritization plans

Product roadmap and the product vision

Tasks and user stories

To meet customer requirements by overworking the team

To fulfill project schedule objectives by rushing planned inspections

To fulfill project requirements of both quality and grade

To exceed customer expectations

Add the stakeholder to the communications management plan.

Conduct a one-on-one interview with the stakeholder.

Invite the stakeholder to the sprint-planning meeting.

Send the stakeholder a questionnaire.

Allows the project manager to increase support and minimize resistance from stakeholders

Maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes

Provides an actionable plan to interact effectively with stakeholders

Enables the project team to identify the appropriate focus for engagement of each stakeholder or group of stakeholders

Schedule Variance (SV) = 2

Cost Performance Index (CPI) = 0.80

Schedule Performance Index (SPI) = 1.93

Cost Variance (CV) = 7

Ensures that the informational needs of the project and its stakeholders are met through implementation and the development of artifacts

Ensures that the project includes all the work required and only the work required—to complete the project successfully

Increases the probability and/or impact of positive risks, and decreases the probability and/or Impact of negative risks or issues

Maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves

Defining, sequencing, estimating activity duration, and developing a schedule model are so tightly inked that they are viewed as a single process.

The detailed project schedule should remain flexible throughout the project to accommodate newly gained knowledge

An iterative scheduling and on-demand, pull-based scheduling will be required.

To address the full delivery schedule, a range of techniques may be needed and then need to be adapted

Plan Procurement

Manage Procurement

Conduct Procurements

Perform Procurement

Risk management plan

Communications management plan

Change management plan

Stakeholder engagement plan