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PMI CAPM Exam
Certified Associate in Project Management (PMI-100) (Page 11 )

Updated On: 12-Jan-2026
Page 11 of 222
PDF with 1305 Questions

Which of the following is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen?

  1. Sensitivity analysis
  2. Three-point estimate
  3. Modeling and simulation
  4. Expected monetary value analysis

Answer(s): D



Which of the following is an output of Close Procurements?

  1. Accepted deliverables
  2. Organizational process assets updates
  3. Managing stakeholder expectations
  4. Performance reports

Answer(s): B

Explanation:

12.4.3.2 Organizational Process Assets Updates
Elements of the organizational process assets that may be updated include, but are not limited to:
Procurement file. A complete set of indexed contract documentation, including the closed contract, is prepared for inclusion with the final project fles.
Deliverable acceptance. Documentation of formal acceptance of seller-provided deliverables may be required to be retained by the organization. The Close Procurement process ensures this documentation requirement is satisfed. Requirements for formal deliverable acceptance and how to address nonconforming deliverables are usually defined in the agreement.
Lessons learned documentation. Lessons learned, what has been experienced, and process improvement recommendations, should be developed for the project fle to improve future procurements.

Process: 12.4 Close Procurements
Definition: The process of completing each project procurement.
Key Benefit: The key benefit of this process is that it documents agreements and related documentation for future reference.

Inputs
Project management plan Procurement documents

Tools & Techniques Procurement audits Procurement negotiations Records management system

Outputs
Closed procurements
Organizational process assets updates



The probability and impact matrix is primarily used to:

  1. Quantify risk issues for trends during a quality audit.
  2. Develop a risk register for risk planning.
  3. Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
  4. Define risk and compare impacts during Perform Quantitative Risk Analysis.

Answer(s): C

Explanation:

Probability and impact matrix. A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives if that risk occurs. Risks are prioritized according to their potential implications for having an effect on the project’s objectives. A typical approach to prioritizing risks is to use a look-up table or a probability and impact matrix. The specific combinations of probability and impact that lead to a risk being rated as “high,” “moderate,” or “low” importance are usually set by the organization.


Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.

Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets

Tools & Techniques
Risk probability and impact assessment
Probability and impact matrix Risk data quality assessment Risk categorization
Risk urgency assessment Expert judgment

Outputs
Project documents updates



A car company authorized a project to build more fuel-efficient cars in response to gasoline shortages. With which of the following strategic considerations was this project mainly concerned?

  1. Market demand
  2. Legal requirements
  3. Strategic Opportunity
  4. Technological advance

Answer(s): A

Explanation:

1.4.3 Projects and Strategic Planning
Projects are often utilized as a means of directly or indirectly achieving objectives within an organization’s strategic plan. Projects are typically authorized as a result of one or more of the following strategic considerations:
Market demand (e.g., a car company authorizing a project to build more fuel-efficient cars in response to gasoline shortages);
Strategic opportunity/business need (e.g., a training company authorizing a project to create a new course to increase its revenues);
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 infectious diseases);
Environmental consideration (e.g., a public company authorizing a project to create a new service for electric car sharing to reduce pollution);
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 electronics firm authorizing a new project to develop a faster, cheaper, and smaller laptop based on advances in computer memory and electronics technology); and
Legal requirement (e.g., a chemical manufacturer authorizing a project to establish guidelines for proper handling of a new toxic material).
Projects, within programs or portfolios, are a means of achieving organizational goals and objectives, often in the context of a strategic plan. Although a group of projects within a program can have discrete benefits, they can also contribute to the benefits of the program, to the objectives of the portfolio, and to the strategic plan of the organization.
Organizations manage portfolios based on their strategic plan. One goal of portfolio management is to maximize the value of the portfolio through careful examination of its components—the constituent programs, projects, and other related work. Those components contributing the least to the portfolio’s strategic objectives may be excluded.
In this way, an organization’s strategic plan becomes the primary factor guiding investments in projects. At the same time, projects provide feedback to programs and portfolios by means of status reports, lessons learned, and change requests that may help to identify impacts to other projects, programs, or portfolios. The needs of the projects, including the resource needs, are rolled up and communicated back to the portfolio level, which in turn sets the direction for organizational planning.



A Pareto chart is a specific type of:

  1. control chart
  2. histogram
  3. cause-and-effect diagram
  4. scatter diagram

Answer(s): B

Explanation:

Pareto diagrams, exist as a special form of vertical bar chart and are used to identify the vital few sources that are responsible for causing most of a problem’s effects. The categories shown on the horizontal axis exist as a valid probability distribution that accounts for 100% of the possible observations. The relative frequencies of each specified cause listed on the horizontal axis decrease in magnitude until the default source named “other” accounts for any non specified causes. Typically, the Pareto diagram will be organized into categories that measure either frequencies or consequences.

Histograms, are a special form of bar chart and are used to describe the central tendency, dispersion, and shape of a statistical distribution. Unlike the control chart, the histogram does not consider the influence of time on the variation that exists within a distribution.



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