25 Questions — PMI - CAPM : Certified Associate in Project Management - Domain 2 - Predictive, Plan-Based Methodologies

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1. 1 A project manager is overseeing a predictive project where Path A-B-C has a duration of 12 days and Path A-D-C has a duration of 15 days. If activity B is delayed by 2 days, what is the new total float for activity B?

   Calculate the difference between the critical path and the sub-critical path before and after the change.

   1 day

   The original float for Path A-B-C was 3 days ($15 - 12$); a 2-day delay consumes 2 days of that float, leaving 1 day remaining.

   • ✗ 3 days

     This represents the original float before the delay was applied to the non-critical path.

   • ✗ 0 days

     This would only be true if the delay was equal to or greater than the original float of 3 days.

   • ✗ 2 days

     This confuses the amount of the delay with the remaining slack available on the network path.

2. 2 A project has a Planned Value ($PV$) of $1,200, an Actual Cost ($AC$) of $1,500, and an Earned Value ($EV$) of $1,300. Which statement accurately describes the project status?

   Compare $EV$ to $PV$ for schedule and $EV$ to $AC$ for cost.

   The project is ahead of schedule and over budget.

   The $SV$ is positive ($1,300 - 1,200 = 100$) indicating ahead of schedule, while the $CV$ is negative ($1,300 - 1,500 = -200$) indicating over budget.

   • ✗ The project is behind schedule and under budget.

     This assumes a negative $SV$ and positive $CV$, which contradicts the provided numerical data.

   • ✗ The project is ahead of schedule and under budget.

     While the schedule status is correct, the actual costs exceed the value of the work performed.

   • ✗ The project is behind schedule and over budget.

     This incorrectly interprets the positive schedule variance as a delay.

3. 3 In a predictive environment, a project manager is decomposing work. They have reached the lowest level of the Work Breakdown Structure (WBS). What have they identified?

   Consider the specific term for the final deliverable-based units in the WBS hierarchy.

   Work packages

   The WBS is a deliverable-oriented hierarchy where the lowest level is the work package, used for cost and duration estimation.

   • ✗ Activities

     Activities are the specific actions required to produce work packages and are typically defined in the activity list, not the WBS itself.

   • ✗ Milestones

     Milestones represent significant points in time with zero duration rather than a level of work decomposition.

   • ✗ Control accounts

     Control accounts are management points where scope, budget, and schedule are integrated, typically positioned above work packages.

4. 4 Calculate the Cost Performance Index ($CPI$) for a project where the Earned Value ($EV$) is $4,500 and the Actual Cost ($AC$) is $5,000.

   Divide the value of work completed by the actual amount spent.

   $0.90$

   The $CPI$ is calculated as $EV / AC$, which in this case is $4,500 / 5,000$.

   • ✗ $1.11$

     This result occurs if the formula is inverted to $AC / EV$, which does not represent cost efficiency.

   • ✗ $-500$

     This is the Cost Variance ($CV$), not the index, representing the absolute dollar difference rather than efficiency.

   • ✗ $0.80$

     This is a common calculation error that does not follow the standard Earned Value Management ratio.

5. 5 Using the 1-based scheduling method provided in the source material, if an activity has an Early Start ($ES$) of day 5 and a duration of 6 days, what is its Early Finish ($EF$)?

   Apply the standard formula where the start day is counted as part of the total duration.

   Day 10

   Using the formula $EF = ES + \text{Duration} - 1$, we calculate $5 + 6 - 1 = 10$.

   • ✗ Day 11

     This ignores the 'minus one' logic required when the start day is included as the first full day of work.

   • ✗ Day 12

     This result would assume the activity starts after day 5 rather than on day 5.

   • ✗ Day 9

     This calculation incorrectly subtracts two days instead of one from the total sum.

6. 6 A project manager is operating in a Strong Matrix organization. Who primarily controls the project budget and the team members' evaluations?

   Focus on the shift of authority toward the project manager in 'Stronger' matrix variants.

   The project manager controls the budget; the functional manager and project manager share evaluation input.

   In a Strong Matrix, the project manager has high authority over the budget, but personnel management is often shared with functional heads.

   • ✗ The functional manager controls both the budget and the evaluations.

     This description characterizes a Functional or Weak Matrix organization rather than a Strong Matrix.

   • ✗ The project manager controls both the budget and the evaluations.

     This high level of authority is typical of a Projectized organization where functional managers have little to no role.

   • ✗ The project sponsor controls the budget; the functional manager controls evaluations.

     While a sponsor may authorize funds, the day-to-day control of the budget in this specific structure resides with the project manager.

7. 7 During the planning phase of a predictive project, the project manager identifies that the Schedule Performance Index ($SPI$) is $0.85$. What is the most likely cause of this metric?

   Recall the meaning of an efficiency index when the value is less than one.

   Work is being completed slower than originally planned.

   An $SPI$ less than $1.0$ indicates that the Earned Value is less than the Planned Value, meaning the project is behind schedule.

   • ✗ The project is currently trending under budget.

     The $SPI$ measures schedule efficiency, not cost; budget status is determined by the $CPI$ or $CV$.

   • ✗ The critical path has been shortened through crashing.

     Shortening the path through crashing would likely result in an $SPI$ of $1.0$ or greater, as work would be accelerated.

   • ✗ More work has been completed than was originally scheduled.

     This would result in an $SPI$ greater than $1.0$, indicating a performance that exceeds the plan.

8. 8 A project manager needs to determine the $Total Float$ for an activity. The Late Finish ($LF$) is day 25 and the Early Finish ($EF$) is day 20. What is the $Total Float$?

   Find the difference between the latest possible completion and the earliest possible completion.

   5 days

   Total Float is calculated as $LF - EF$ or $LS - ES$, which in this case is $25 - 20 = 5$.

   • ✗ 0 days

     Zero float is only present on the critical path, where the late and early dates are identical.

   • ✗ 45 days

     This is the sum of the dates, which does not represent any valid project management metric for slack or duration.

   • ✗ $-5$ days

     Negative float suggests the project is behind its required completion date, but the standard calculation order is $LF - EF$.

9. 9 An organization is building a highly regulated nuclear power plant where the scope is extremely stable and changes are expensive. Which development approach is most appropriate?

   Consider which lifecycle favors extensive upfront planning and rigorous documentation.

   Predictive

   Predictive approaches are ideal for regulated industries with stable requirements where upfront planning reduces risk and cost.

   • ✗ Adaptive

     Adaptive approaches rely on iterative changes, which are often unsuitable for projects with high regulatory constraints and fixed physical scope.

   • ✗ Incremental

     While increments are possible, the core need for stability and upfront regulatory approval favors a sequential, predictive lifecycle.

   • ✗ Agile

     Agile methodologies thrive on evolving requirements, which contradicts the stability needed for heavily regulated construction projects.

10. 10 The Project Management Office (PMO) provides a project manager with a set of templates and best practices but does not exert direct control over the project. What type of PMO is this?

    Identify the PMO type that serves as a resource center rather than a governing body.

    Supportive

    Supportive PMOs act as consultants by providing templates and training without enforcing compliance or direct management.

    • ✗ Controlling

      Controlling PMOs require compliance with specific frameworks or the use of particular tools, representing a higher level of oversight.

    • ✗ Directive

      Directive PMOs take control of projects by directly managing them and assigning project managers.

    • ✗ Administrative

      This is not a standard PMI classification for PMOs; the three types are Supportive, Controlling, and Directive.

11. 11 Which document is primarily used to track the source of each requirement and ensure it is tested during the product delivery phase?

    Think of the artifact that 'traces' requirements from start to finish.

    Requirements Traceability Matrix

    The RTM links requirements to their origins and tracks them throughout the project lifecycle to ensure they are realized.

    • ✗ WBS Dictionary

      The WBS Dictionary provides detailed information about each work package but does not specifically track the validation of individual requirements.

    • ✗ Stakeholder Register

      This document identifies stakeholders and their interests but is not designed for tracking technical requirement fulfillment.

    • ✗ Risk Register

      The risk register documents threats and opportunities, not the functional or non-functional requirements of the product.

12. 12 Calculate the Schedule Variance ($SV$) if the Earned Value ($EV$) is $2,400 and the Planned Value ($PV$) is $2,800.

    Apply the subtraction formula that compares work actually done to work that should have been done.

    $-400$

    Schedule Variance is calculated as $EV - PV$, which is $2,400 - 2,800 = -400$.

    • ✗ $400$

      This occurs if $PV$ is subtracted from $EV$, which would incorrectly indicate that the project is ahead of schedule.

    • ✗ $0.85$

      This is the Schedule Performance Index ($SPI$), not the variance; variance is expressed as a currency value.

    • ✗ $5,200$

      This is the sum of the two values, which has no application in standard Earned Value Management calculations.

13. 13 In a predictive project, a change request is submitted to add a new feature. What should the project manager do first?

    Identify the analytical step that must occur before any decision or implementation.

    Analyze the impact of the change on scope, schedule, and cost.

    A project manager must evaluate the consequences of a change before presenting it to the Change Control Board for approval.

    • ✗ Immediately update the Project Management Plan.

      The plan should only be updated after the change has been formally reviewed and approved by the appropriate authority.

    • ✗ Ask the Change Control Board to approve the change.

      Submitting for approval without an impact analysis is premature and does not provide the board with necessary decision-making data.

    • ✗ Implement the change to keep the customer happy.

      Implementing changes without formal approval leads to scope creep and bypasses the integrated change control process.

14. 14 An activity on the critical path has an Early Start ($ES$) of day 10. If the activity is delayed by 3 days, what happens to the project completion date?

    Recall the definition of the critical path and its relationship to 'float'.

    The project completion date will be delayed by 3 days.

    Activities on the critical path have zero float; therefore, any delay directly translates to a delay in the overall project.

    • ✗ The project completion date will remain the same.

      This would only be possible if the activity had float, which critical path activities do not possess.

    • ✗ The project manager can use the activity's float to absorb the delay.

      Critical path activities are defined by their lack of float, meaning there is no buffer to absorb delays.

    • ✗ The project completion date will be delayed by 1.5 days.

      Delays on the critical path are not halved or reduced; they impact the end date on a one-to-one basis.

15. 15 A project manager is calculating the Cost Variance ($CV$). If the Earned Value ($EV$) is $900 and the Actual Cost ($AC$) is $850, what is the result?

    Subtract the actual amount spent from the value of the work performed.

    $50$

    Cost Variance is calculated as $EV - AC$, which is $900 - 850 = 50$.

    • ✗ $-50$

      This would be the result if costs were higher than the earned value, indicating an over-budget status.

    • ✗ $1.06$

      This is the $CPI$ ($900 / 850$), which is an efficiency ratio rather than a variance.

    • ✗ $1,750$

      Summing the $EV$ and $AC$ does not provide a meaningful performance metric for cost control.

16. 16 What is the primary difference between a Project and Operations?

    Think about the duration and the nature of the output (unique vs. same).

    Projects are temporary and unique; operations are ongoing and repetitive.

    This is the fundamental distinction provided by PMI; projects have a definitive end, whereas operations sustain the business.

    • ✗ Projects have budgets, while operations do not.

      Both projects and operations require financial resources and have assigned budgets to function.

    • ✗ Projects are managed by PMs, while operations are managed by Sponsors.

      Operations are typically managed by functional or departmental managers, not sponsors, who provide high-level project support.

    • ✗ Operations are always predictive, while projects are always adaptive.

      The development approach (predictive/adaptive) can be applied to projects, but operations are categorized by their repetitive nature regardless of methodology.

17. 17 A project manager is preparing a RACI matrix. What does the 'A' in RACI stand for, and how many individuals should hold this role per task?

    Identify the role that has 'the buck stops here' responsibility and its frequency.

    Accountable; exactly one per task.

    Accountability implies final authority; having more than one person accountable often leads to confusion in decision-making.

    • ✗ Authorized; as many as needed.

      The 'A' stands for Accountable, not Authorized, and it is a best practice to limit this to one person.

    • ✗ Assigned; one or more per task.

      The 'R' stands for Responsible (those who do the work), which is different from the Accountable role.

    • ✗ Approve; only the project sponsor.

      While 'A' involves final sign-off, it stands for Accountable, and the role is not limited strictly to the sponsor.

18. 18 A project manager is evaluating the cost of quality. They spend money on training the team to prevent defects. Under which category does this cost fall?

    Consider costs associated with proactive measures to ensure work is done correctly from the start.

    Prevention costs

    Prevention costs are incurred to keep defects out of the hands of the customer by ensuring they are not created in the first place.

    • ✗ Appraisal costs

      Appraisal costs relate to testing, measuring, and auditing to identify defects, not to training for prevention.

    • ✗ Internal failure costs

      These costs are incurred when a defect is found by the team before the product is delivered to the customer.

    • ✗ External failure costs

      External failure costs occur when the customer finds the defect after delivery, leading to warranties or lost reputation.

19. 19 If an activity has a Late Start ($LS$) of day 15 and an Early Start ($ES$) of day 12, what is the $Total Float$ for this activity?

    Subtract the earliest possible start day from the latest possible start day.

    3 days

    Total Float is calculated as $LS - ES$, which is $15 - 12 = 3$.

    • ✗ 27 days

      Adding the dates does not yield a slack metric or any standard project management indicator.

    • ✗ 0 days

      If the float were zero, the Late Start and Early Start would be the same day, indicating a critical path activity.

    • ✗ $-3$ days

      Negative float occurs when the project is behind, but the standard calculation results in a positive value in this scenario.

20. 20 Which artifact is used in predictive projects to provide a detailed description of each component in the Work Breakdown Structure, including its owner and acceptance criteria?

    Identify the 'companion' document that adds context to the graphical WBS tree.

    WBS Dictionary

    The WBS Dictionary accompanies the WBS to provide the descriptive details needed for every work package.

    • ✗ Project Charter

      The charter provides a high-level project overview and authority but does not contain detailed work package descriptions.

    • ✗ Scope Baseline

      The Scope Baseline includes the WBS and Dictionary, but the Dictionary is the specific component containing the descriptive text.

    • ✗ Activity List

      The activity list breaks work packages down further into tasks but does not define the WBS components themselves.

21. 21 A project manager calculates that the Cost Performance Index ($CPI$) is $1.2$ and the Schedule Performance Index ($SPI$) is $0.7$. What is the status of the project?

    Analyze the efficiency indices relative to the baseline of 1.0.

    The project is under budget and behind schedule.

    A $CPI > 1.0$ indicates spending efficiency (under budget), while an $SPI < 1.0$ indicates schedule delay (behind schedule).

    • ✗ The project is over budget and ahead of schedule.

      This correctly interprets the direction of the numbers but applies them to the wrong categories.

    • ✗ The project is under budget and ahead of schedule.

      This incorrectly assumes that a low $SPI$ ($0.7$) represents a fast-moving project.

    • ✗ The project is over budget and behind schedule.

      This ignores the cost efficiency shown by the $CPI$ being greater than one.

22. 22 What is the primary purpose of a 'Milestone' in a predictive project schedule?

    Consider the duration of a milestone and its role as a marker.

    To mark a significant point or event with zero duration.

    Milestones are used as reference points for progress and typically represent the completion of major deliverables.

    • ✗ To act as a buffer for activities on the critical path.

      Milestones have zero duration and cannot serve as buffers; buffers are specific time allocations added to paths.

    • ✗ To represent the amount of effort required to complete a task.

      Task durations represent effort and time; milestones are points in time that do not consume effort.

    • ✗ To replace the need for a Work Breakdown Structure.

      Milestones are scheduled items, whereas the WBS is a deliverable-oriented hierarchy; they serve different purposes.

23. 23 An activity has an Early Finish ($EF$) of day 18 and a Late Finish ($LF$) of day 18. What can be concluded about this activity?

    Consider what 'slack' or 'float' exists when the earliest and latest completion dates match.

    The activity is on the critical path.

    When the Early Finish and Late Finish are identical, the activity has zero float, which is the defining characteristic of the critical path.

    • ✗ The activity has a float of 18 days.

      Float is the difference between late and early dates ($18 - 18$), which is zero, not the date value itself.

    • ✗ The activity is a milestone.

      While a milestone could have these dates, any activity on the critical path will share this early/late finish identity regardless of its duration.

    • ✗ The project is behind schedule.

      Identical early and late finish dates indicate zero float, meaning the project is exactly on track, not behind.

24. 24 According to the PMI Code of Ethics, which value requires project managers to provide accurate information and not mislead others regarding project status?

    Identify the core value associated with truth-telling and transparency.

    Honesty

    Honesty is the ethical commitment to provide truthful information and refrain from misleading stakeholders about project performance.

    • ✗ Responsibility

      Responsibility refers to the ownership of decisions and actions, which includes the consequences of those actions.

    • ✗ Fairness

      Fairness involves being objective and impartial, particularly regarding conflicts of interest or procurement.

    • ✗ Respect

      Respect involves showing regard for others, their property, and their contributions to the project.

25. 25 In a scenario where $SPI = 1.1$ and $CPI = 0.9$, which management action is most appropriate?

    Determine which index indicates a performance issue that needs a corrective investigation.

    Investigate why costs are higher than planned despite being ahead of schedule.

    A $CPI$ below $1.0$ is a concern even if the schedule performance is good, as it indicates a cost overage.

    • ✗ No action is needed because the project is ahead of schedule.

      Being ahead of schedule does not negate the fact that the project is over budget, which requires management attention.

    • ✗ Crash the schedule to improve the Cost Performance Index.

      Crashing usually increases costs, which would further lower an already poor $CPI$.

    • ✗ Celebrate a successful project that is performing well in all domains.

      A $CPI$ of $0.9$ indicates a 10% cost overrun, meaning the project is not performing well in the cost domain.