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Certified Associate in Project Management (CAPM) Predictive (Plan-Based) Project Management Methodologies Flashcards
53 question-and-answer cards covering Predictive (Plan-Based) Project Management Methodologies as it is examined in Certified Associate in Project Management (CAPM). 24 of them are printed below, taken from across the deck — no signup, no paywall on the preview.
24 sample cards from the Predictive (Plan-Based) Project Management Methodologies deck
Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.
What is the schedule baseline and what is its relationship to Control Schedule?
The schedule baseline is the approved version of the schedule model used for comparison to actual results. Control Schedule monitors status, manages changes to the baseline, and uses variance analysis to keep the project on track.
What is a milestone and does it have duration?
A milestone is a significant point or event in a project (e.g., phase gate, deliverable completion). Milestones have zero duration because they represent moments in time, not work.
What are the main cost estimating types and what is the typical rough order of magnitude (ROM) range?
Estimate types include analogous, parametric, bottom-up, and three-point. A ROM estimate is typically −25% to +75%, while a definitive estimate is about −5% to +10%.
What is the difference between the cost baseline and the project budget?
Cost baseline = the approved, time-phased budget excluding management reserves (includes activity costs plus contingency reserves). Project budget = cost baseline + management reserves. Contingency reserves cover known risks; management reserves cover unknown risks.
What is the difference between contingency reserves and management reserves?
Contingency reserves address identified ('known-unknown') risks, are part of the cost baseline, and the PM can use them. Management reserves address unforeseen ('unknown-unknown') work, are outside the cost baseline, and require management approval to use.
Define the three core Earned Value Management metrics: PV, EV, and AC.
PV (Planned Value) = budgeted cost of work scheduled. EV (Earned Value) = budgeted cost of work actually performed (% complete x BAC). AC (Actual Cost) = actual cost incurred for the work performed.
What are the formulas for Cost Variance (CV) and Schedule Variance (SV), and how do you interpret them?
CV = EV − AC; SV = EV − PV. Negative = over budget / behind schedule; positive = under budget / ahead of schedule; zero = on target. EV always comes first.
What are the formulas for Cost Performance Index (CPI) and Schedule Performance Index (SPI)?
CPI = EV / AC; SPI = EV / PV. A value greater than 1 is favorable (under budget / ahead), less than 1 is unfavorable, and exactly 1 is on plan.
What is the Estimate at Completion (EAC) formula when current variances are typical (using CPI)?
EAC = BAC / CPI. This assumes the current cost performance trend will continue for the remaining work. (BAC = Budget at Completion.)
What is the Estimate to Complete (ETC) and the basic formula?
ETC is the expected cost to finish all remaining work. Basic formula: ETC = EAC − AC. It can also be re-estimated bottom-up if the original estimates are flawed.
What is Variance at Completion (VAC) and its formula?
VAC = BAC − EAC. It forecasts the budget surplus or deficit at project completion. Positive VAC means under budget; negative means over budget.
What is the To-Complete Performance Index (TCPI) based on BAC?
TCPI = (BAC − EV) / (BAC − AC). It is the cost performance that must be achieved on remaining work to meet the BAC. TCPI greater than 1 means efficiency must improve; less than 1 means there is slack.
What is the difference between the cost of conformance and the cost of nonconformance (Cost of Quality)?
Cost of conformance = money spent to prevent failures (prevention costs + appraisal costs, e.g., training, inspection). Cost of nonconformance = money spent due to failures (internal failure costs like rework + external failure costs like warranty/liability).
What is the difference between quality and grade, and between prevention and inspection?
Quality = degree to which requirements are met; Grade = category based on features (low grade can be acceptable, low quality is not). Prevention keeps errors out of the process (preferred); inspection keeps errors out of the customer's hands.
What is the difference between Manage Quality and Control Quality?
Manage Quality (quality assurance) is process-focused: auditing quality requirements and improving processes during execution. Control Quality is product-focused: inspecting deliverables for correctness during monitoring/controlling.
What is the difference between a RACI chart and a resource histogram?
A RACI chart (Responsible, Accountable, Consulted, Informed) is a responsibility assignment matrix (RAM) showing roles per activity. A resource histogram is a bar chart showing resource usage/allocation over time, often revealing over-allocation.
What are the five stages of Tuckman's team development ladder?
Forming, Storming, Norming, Performing, and Adjourning. Teams move through them as they mature, though they can regress (e.g., when new members join).
In communications planning, what is the formula for the number of communication channels?
Number of channels = n(n − 1) / 2, where n = number of stakeholders/people. Adding people increases channels rapidly (e.g., 6 people = 15 channels).
Distinguish the three main communication methods: interactive, push, and pull.
Interactive = real-time, multidirectional exchange (meetings, calls). Push = sent to specific recipients without confirmation of understanding (emails, reports). Pull = recipients access information at their discretion (intranet, knowledge repositories).
What is the difference between qualitative and quantitative risk analysis?
Qualitative risk analysis prioritizes risks subjectively using probability and impact (often a P-I matrix) to produce a risk ranking. Quantitative risk analysis numerically analyzes the combined effect on objectives (e.g., Monte Carlo, decision trees, EMV) and is not always performed.
What is Expected Monetary Value (EMV) and how is it calculated for a risk?
EMV = Probability x Impact. Threats use negative impact values, opportunities positive. EMV is used in decision tree analysis to choose among options by summing weighted outcomes.
What are the strategies for negative risks (threats) versus positive risks (opportunities)?
Threats: Escalate, Avoid, Transfer, Mitigate, Accept. Opportunities: Escalate, Exploit, Share, Enhance, Accept. Escalate and Accept are common to both; transfer/share often involve a third party.
What is the difference between fixed-price and cost-reimbursable contracts in terms of risk?
Fixed-price (e.g., FFP, FPIF, FP-EPA): buyer risk is low, seller bears cost-overrun risk. Cost-reimbursable (e.g., CPFF, CPIF, CPAF): buyer bears more cost risk by reimbursing actual costs plus a fee. Time & Materials (T&M) is a hybrid for staff augmentation or unclear scope.
What distinguishes Control Procurements and what is involved in Close Project or Phase?
Control Procurements manages procurement relationships, monitors contract performance, and makes changes/corrections, including formal contract closure. Close Project or Phase finalizes all activities, obtains final acceptance, archives records, captures final lessons learned, and releases resources.
What this deck covers
The Predictive (Plan-Based) Project Management Methodologies deck follows the Certified Associate in Project Management (CAPM) Predictive (Plan-Based) Project Management Methodologies syllabus — 5 chapters and 26 topics — so questions land on material that is genuinely examinable rather than trivia around it. That works out to roughly 10.6 cards per chapter.
Answers are written to be recallable, not just readable — averaging about 208 characters, which is long enough to carry the reasoning and short enough to say out loud.
A deck like this earns its keep on the second and third pass. Read the syllabus first so you know the shape of the subject, then use the cards to find the specific facts that have not stuck.
Predictive (Plan-Based) Project Management Methodologies flashcards FAQ
How many Predictive (Plan-Based) Project Management Methodologies flashcards are in this Certified Associate in Project Management (CAPM) deck?
53 cards. This page previews 24 of them, sampled evenly across the deck so you can judge the difficulty before installing anything.
Are these Certified Associate in Project Management (CAPM) flashcards free?
Yes. The preview here is free to read with no signup, and the full 53-card deck is free inside the Examius app.
What do the Predictive (Plan-Based) Project Management Methodologies cards cover?
They follow the Certified Associate in Project Management (CAPM) Predictive (Plan-Based) Project Management Methodologies syllabus — 5 chapters and 26 topics — so the questions track what is actually examinable.
How should I use these flashcards?
Read the syllabus first so you know the shape of the subject, then drill the deck. Examius schedules each card with spaced repetition, so cards you keep missing come back sooner and ones you know drift further apart.