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PMI CAPM Exam
Certified Associate in Project Management (PMI-100) (Page 9 )

Updated On: 12-Jan-2026
Page 9 of 222
PDF with 1305 Questions

Which type of dependency is contractually required or inherent in the nature of the work?

  1. External
  2. Lead
  3. Discretionary
  4. Mandatory

Answer(s): D

Explanation:

6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.

Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.

Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.

Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic, preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non- project activities. These dependencies are usually outside the project team’s control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities and are generally inside the project team’s control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.



The contract in which the seller is reimbursed for all allowable costs for performing the contract work and then receives a fee based upon achieving certain performance objectives is called a:

  1. Cost Plus Incentive Fee Contract (CPIF).
  2. Cost Plus Fixed Fee Contract (CPFF).
  3. Fixed Price Incentive Fee Contract (FPIF).
  4. Time and Material Contract (T&M).

Answer(s): A



The process improvement plan details the steps for analyzing processes to identify activities which enhance their:

  1. quality.
  2. value.
  3. technical performance.
  4. status.

Answer(s): B

Explanation:

8.1.3.2 Process Improvement Plan
The process improvement plan is a subsidiary or component of the project management plan (Section 4.2.3.1). The process improvement plan details the steps for analyzing project management and product development processes to identify activities that enhance their value.
Areas to consider include:
Process boundaries. Describe the purpose of the process, the start and end of the process, its inputs and outputs, the process owner, and the stakeholders of the process.
Process configuration. Provides a graphic depiction of processes, with interfaces identified, used to facilitate analysis.
Process metrics. Along with control limits, allows analysis of process efficiency.
Targets for improved performance. Guide the process improvement activities.



When cost variance is negative and schedule variance is positive, the project is:

  1. under budget and behind schedule.
  2. over budget and ahead of schedule.
  3. on schedule.
  4. complete; all planned values have been earned.

Answer(s): B



Which of the following is an estimating technique that uses the values of parameters from previous similar projects for estimating the same parameter or measure for a current project?

  1. Reserve analysis
  2. Three-point estimating
  3. Parametric estimating
  4. Analogous estimating

Answer(s): D

Explanation:

7.2.2.2 Analogous Estimating
Analogous cost estimating uses the values such as scope, cost, budget, and duration or measures of scale such as size, weight, and complexity from a previous, similar project as the basis for estimating the same parameter or measurement for a current project. When estimating costs, this technique relies on the actual cost of previous, similar projects as the basis for estimating the cost of the current project. It is a gross value estimating approach, sometimes adjusted for known differences in project complexity.
Analogous cost estimating is frequently used to estimate a value when there is a limited amount of detailed information about the project, for example, in the early phases of a project. Analogous cost estimating uses historical information and expert judgment



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