CAPM Domain 2: Predictive, Plan-Based Methodologies Test Practice 2026, Exams of Project Management

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CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

1. EXAMPLE... If SPI = 0.83 what does this mean?

The project has completed 83% of the work scheduled to hav been completed thus far

2. Parkinson's law work will expand to fill the time allotted to it
3. Predictive, Plan-Based Approach involves
4. when is it appropriate to use a predic- tive, plan-based approach?
5. Suitability of a predictive, plan-based ap- proach for the organization- al structure

1. Creating a plan outlining the steps that will be taken to achieve the goal
2. Using data and predictions about the future to guide the execution of the plan

• When a goal is well-defined, and there is a clear path to achieving it
• When the future is somewhat predictable
• When you have limited resources (prioritize the most important task or allocating resources, time, money, equipment, team members)
• Goal-oriented
• Clear hierarchy of responsibilities (Roles readily identified)
• Strong leadership and management
• Eflcient communication and collaboration
• Tasks and activities are aligned with the overall goals of the organization
• Resources are used eflciently to achieve those goals

6. Characteristics of - Clearly defined roles & responsibilities of a predictive, plan-based ap- proach
7. In a predictive project, project phases may....

• Strong leadership & management
• Eflcient communication & collaborations

overlap & repeat

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

8. Responsibility Assignment Matrix (RAM)
9. Predictive Suit- ability for the organization- al structure
10. Agile Suitability for the organiza- tional structure

A RAM chart shows the correlation between project team members and the work they've been assigned to complete.

• Matrix structure (people come into your project and leave based on their activities/assigned tasks to get the work done) -> Is it a weak, balanced or strong matrix? If it's a strong matrix, the PM has more authority if it's a weak matrix that mean the functional management has more authority
• Hierarchical
• Clear chain of command
• Centralized decision-making authority
• Clear communication
• Coordination of plans & actions
• Virtual
• Non-collocated
• Decentralized
• Emphasis on: Teamwork, Collaboration, Adaptability to changing circumstances

11. matrix structure combines functional and divisional approaches to emphasize project or program teams. people come into your project and leave based on their activities/assigned tasks to get the work done
12. In a strong Ma- trix...

The project manager has more authority over project decisions than the functional managers. The project manager is a full-time role and the project manager manages the project budget.

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

20. Typical activities of planning a project

We're planning for EVERY knowledge area. Plan for scope, cost, time, quality & resource management, communications, risk, procurement, stakeholder engagement.

• Integration: Develop the project Management Plan
• Scope: plan scope management, collect requirements, define scope, create WBS
• Schedule: plan schedule management, define activities, sequence activities, estimate activities durations, develop schedule
• Cost: plan cost management, estimate costs, determine budget
• Quality: plan quality management
• Resource: plan resource management, estimate activity resources
• Communication: plan communication management
• Risk: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis & plan risk responses
• Procurement: plan procurement management
• Stakeholder: plan stakeholder management

21. execute the plan. so everything that was planned out needs executing & following out.

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

Typical activities of execution a project

22. Typical activities of Monitoring &
    • Integration: Direct & manage the project work, Manage project knowledge
    • Quality: manage quality
    • Resource: acquire resources, develop team, manage team
    • Communication: manage communications
    • Risk: implement risk responses
    • Procurement: conduct procurements
    • Stakeholder: manage stakeholder engagement

We are controlling each one of those project management knowledge areas

Controlling a pro- - Integration: Monitor & Control Project Work, Perform Integrated change control ject -^ Scope:^ validate^ scope,^ control^ scope

• Schedule: control schedule
• Cost: control costs
• Quality: control quality
• Resource: control resources
• Communication: monitor communications
• Risk: monitor risk
• Procurement: control procurement
• Stakeholder: monitor stakeholder engagement

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

ment approach selection

29. Tailoring: Processes

Based on the Life cycle & development approach selected, determine which portions and elements should be added, modified, removed, blended, or aligned

30. Tailoring engage- People, evaluate the skills & capabilities of project leadership and project team; ment for the peo- then selecting who should be involved & in what capacities based on project type ple involved in the project in- cludes:

and operating conditions Empowerment, choosing which responsibilities and forms of local decision making should be deferred to the project team Integration, project teams can external entities/contributors. Aim to create 1 project team from a diverse collection of contributors.

31. Tailoring: Tools Selecting the tools (software or equipment) the project will use for the project. The project team will have the best insight into the most suitable tools for the situation, but those choose might need tempering based on associated costs.
32. Tailoring Meth- ods and Artifacts

Includes documents, templates and other artifacts appropriate for the project & the organization

33. Predictive Life Cy- analyze, design, build, test, deliver cle
34. Developing Plans & Schedules in a
    • Management team may develop the following plans & schedules: product development plan, marketing plan, production schedule, budget predictive project - All necessary tasks are completed in a timely and eflcient manner
    • Resources are allocated appropriately to support the project
35. Monitoring progress in a
    • Regular check-ins
    • Progress reviews (KPI, milestones ..etc) predictive project - Reviewing the project schedule

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

36. Steps for project scheduling in a predictive lifecy- cle
37. Adjusting plans in a predictive project
38. Goals vs. Objec- tives
39. Tasks vs Deliver- ables
    • Reviewing the budget
    • Gathering feedback from team members
    • Reviewing market trends and customer feedback
    • Identify any issues or challenges that may arise
    • Take corrective action as needed to keep the project on track

1. Decompose the project scope into specific activities
2. Sequence related activities
3. Estimate the ettort, duration & resources required to complete the activities
4. Allocate people & physical resources to the activities based on availability
5. Adjust the sequence, estimates, & resources until an agreed upon schedule is achieved

i.e. Delays in procuring raw materials or issues with equipment.

• adjust the budget if: unexpected costs arise or changes in the marketplace
• be flexible
• adapt to changes as needed

Goals: Broad statements that describe what an organization or project is work- ing towards

Objectives: Specific, measurable targets that help to achieve the overall goals

Tasks: Individual steps or activities that are required to complete a project

Deliverables: Specific outputs or results that are produced as a result of com- pleting those tasks

40. Plans vs schedule Plans: Outline the steps and tasks that are required to achieve the goals & objectives of a project

Schedule: Provide a timeline for completing those tasks and show when each task is expected to be completed

CAPM Domain 2: Predictive, Plan-Based

Methodologies Test Practice 2026

ment Plan Sched- ule

46. float An opportunity to delay an activity, it represents that the activity can float within a certain amount of time without attecting the start date of successor activities (or the finish date for the whole project)
47. How to find float time
48. Critical Path Method (CPM)
49. Critical Path Method Steps

Critical Path method (CPM)

A method used to estimate the longest through the project (string of activities). It has the least amount of float or flexibility(none). Determines resources and ettorts needed. It show the Important tasks that can't be delayed.

1. Define the project tasks: scope, WBS, activity lists. What is needed to complete the project

2. Estimate the duration of each task

3. Identify the dependencies of each task: determine the predecessor & successor tasks. What must happen first to allow for the next task to begin

4. Draw the project Network Diagram: organize tasks in order of to be completed based on dependencies.

5. Determine the critical path: examine project network diagram and calculate the length of the longest path through the project

6. Monitor progress and adjust the plan as needed: ensure project stays on track

50. All projects start on ....
51. Find the early start & early fin- ish

day 1

(ES + du) - 1 = EF (early start - days of activity) - 1 = early finish

52. Find the late start All projects end on the latest day possible = start at the end. & late finish (LF - du) +1 = LS (late finish - days of activity) + 1 = late finish This is called the backward pass
53. Expose the float Critical path activities have no float. EF-LF or ES-LS = float
54. CPM & Crashing Occurs when you add resources, however this increases costs. By adding more and more labour and thus increasing cost, our returns begin to diminish because we are spending more on labour than the amount that it is worth. It can be useful when executed properly.
55. CPM & Fast-tracking

Occurs when there are phases that would ordinarily be run sequentially, allow those to overlap instead. It may increase the eflciency but it also increases risk. If there is an issue in the predecessor phase but we allowed for overlapping can impact the successor tasks.

56. lags in a schedule a delay that is deliberately built into the schedule

Why is Schedule Variance a useful measure?

64. Work Breakdown Structures (WBS)

It Identify tasks that are taking longer than expected. Helps determine how to take corrective action to get a project back on track. Used also for Cost variance & Scope variance.

A hierarchical decomposition of a project into smaller, more manageable com- ponents. It's a tool used for the total scope of a project. It defines & organizes components by decomposing the scope into manageable parts.

Consists of a top-level summary of the project. It's broken down into a series of increasingly detailed levels. Components can be organized by deliverable, phase, other criteria. The smallest item is called a work package

65. The 8/80 rule when building a WBS, we don't divide so small that the smallest unit takes less than 8 hours to create, and we generally don't keeps things larger than 80 hours to create.
66. WBS Dictionary A document that provides detailed deliverable, activity, and scheduling informa- tion about each component in the work breakdown structure. Including any clar- ifications, requirements for quality or conformance/compliance to regulations. It may also include resources that are needed.
67. Code of accounts A numbering system used to uniquely identify each component (work package) of the work breakdown structure (WBS).

68. Benefits of WBS Adds discipline and visibility to project planning Basis for planning schedule, resources, cost, quality, and risk Useful in determining where and why problems occur Provides a basis for estimating statt, cost, and time Helps prevent work from slipping Helps prevent unnecessary changes Focuses the team's attention on what needs to be done Helps team justify the need for time, resources, and budget Helps manage stakeholders' expectations and needs
69. Should the WBS ever be updated or changed?

Yes! if any adjustments are made to the scope throughout the project, all docu- ments including the WBS should be updated

70. Project Summary A brief overview of the project that outlines the project goals. Includes objectives, deliverables & key stakeholders. It represents the big picture of the project.
71. Work Package The work defined at the lowest level of the work breakdown structure for which cost and duration can be estimated and managed. Represents a portion of the work to be completed to achieve the goals of the project. It's the smallest item in WBS, a Deliverable / Set of tasks. It includes the resources needed to completed and what the deliverables will produce as a result
72. Work Package Organization
73. Work Package Purpose
74. Assigning work packages

High-level work packages (i.e. the kitchen) to smaller, more specific sub-packages

It shows the individual items that will be delivered as a result of the project. The aggregate of the scope equals all of these items. It's also the Requirements, which help us with project planning and progress tracking.

• Specific team members
• Contractors

80. Integration Man- agement Plan
81. What is integrat- ed into the inte- gration manage- ment plan?
82. Steps of Inte- gration Manage- ment Plan

5. Implement the quality control plan (the monitoring & testing of quality in the project. QMP is QC inspection driven)

6. Review and assess the quality management plan (make necessary changes & ensure it is meeting the needs of project)

A plan that documents how elements of the project will be integrated and outlines how changes will be managed across the project.

Initiating: Developing Project Charter Planning: Develop project Management plan Executing: Direct & manage the project work. Manage project knowledge Monitoring & Controlling: Monitor & Control Project work, Perform integrated Change Control Closing: Close project or phase

• Scope
• Cost
• Schedule
• Quality
• Resources management
• Communication
• Risk
• Procurement
• Stakeholder agreement

1. Determine the scope of integration

2. Develop an integration strategy - Bringing ditterent parts together & coordi- nating activities. Establish communication channels, set up shared resources and create a system for tracking progress

3. Identify risks and issues - Risk identification is an ongoing activity through, status meetings, standup meetings/ daily scrum. Also addresses issues manage- ment.

4. Implement the plan

5. Monitor & control progress - Regularly review the progress of the integration process, make any necessary adjustments to the plan as needed. Utilize corrective action to fix the problem and take preventative action.

6. Evaluate the results - Was the integration successful? an weak points? Identify any areas for improvement using SWOT for guidance

83. SWOT analysis a planning tool used to analyze an organization's strengths, weaknesses, oppor- tunities, and threats.
84. 5 specific things to consider for monitoring & controlling...
85. Project control activities
86. Document pro- ject controls of predictive, plan based projects

The iron triangle: scope, time, cost Quality & Risk

1. Developing a detailed project schedule and budget

2. Tracking progress and resource utilization against the plan

3. Identifying and managing risks

4. Making changes to the project plan as needed

5. Generating regular reports on the progress of the project

6. Reviewing and updating the project plan as the project progresses

7. Establish project control procedures: How progress will be monitored? How changes will be managed? How risks will be identified & addressed?

8. Document the project controls: refer to project control activities

90. When CV > 0, means
91. Measuring Pro- ject Performance

project is under budget

1. earned value management
2. schedule variance
3. schedule performance index
4. to-complete performance index

92. EVM foundation EV = %Complete x Project BAC(Budget at completion)

PV = %Planned x BAC

93. Planned Value (PV)

It is the work scheduled and the budget authorized to accomplish that work.

It is the percentage of the BAC that reflects where the project should be at this point in time.

94. Earned Value (EV) The measure of work performed expressed in terms of the budget authorized for that work.

= % complete * budget at completion

95. EV vs PV Planned Value is looking ahead at the work not done yet. You assign a dollar value to the ettort you believe will be required to produce those deliverables

Earned Value is a backward look at what is completed so far. It is based solely on how much of the deliverable has been created so far, as a percentage of the whole.

96. Finding Vari- ances
97. Measuring Per- formance
98. Schedule Per- formance Index (SPI)
99. When SPI > 1, means ....
100. When SPI < 1, means ....
101. Cost Perfor- mance Index (CPI)

Cost Variance = EV-AC (AC= actual cost) Schedule Variance = EV-PV (planned variance)

CPI = cost performance index = EV/AC

SPI = schedule performance index = EV/PC

The index value is how close we are to being on budget/schedule, the ditterence (from 1) is what we are losing

A measure of schedule eflciency expressed as the ratio of earned value to planned value.

SPI = EV/PV recall: SV = EV-PV

ahead of schedule

behind schedule

A measure of the cost eflciency of budgeted resources expressed as the ratio of earned value to actual cost.

CPI = EV/AC recall: CV = EV-AC