PMI CAPM Exam Questions 2025

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Our CAPM Exam Questions provide authentic, up-to-date content for the PMI Certified Associate in Project Management (CAPM) certification. Each question is reviewed by certified project management professionals and includes verified answers with clear explanations to help you understand project lifecycles, key terminology, and PMBOK® Guide principles. With access to our exam simulator, you can practice in real exam conditions and confidently prepare to pass on your first attempt.

Exam Questions

Question 1

Which of the following is a tool and technique used to monitor risk?
Options
A: Technical performance measurement
B: Cost performance baseline
C: Benchmarking
D: Cost of quality
Show Answer
Correct Answer:
Technical performance measurement
Explanation
Technical performance measurement is a key data analysis technique used in the Monitor Risks process. It involves comparing the planned technical accomplishments of the project against the actual results achieved during execution. Variances between the planned and actual performance, such as a system processing fewer transactions per second than required, can indicate the potential impact of identified threats or opportunities. This measurement provides quantitative data on how well the project is meeting its technical requirements, serving as an early warning system for risks.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 11.7.2.1, Data Analysis, p. 455. The guide states, "Technical performance analysis compares planned technical accomplishments to actual technical accomplishments... Variance in technical performance may indicate that the risk is occurring."

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute. Section 2.8, Measurement Performance Domain, p. 99. This section discusses establishing effective measures (like technical performance) to assess project status and take action when performance deviates from the plan, which aligns with monitoring for risks.

Question 2

Which of the following is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen?
Options
A: Sensitivity analysis
B: Three-point estimate
C: Modeling and simulation
D: Expected monetary value analysis
Show Answer
Correct Answer:
Expected monetary value analysis
Explanation
Expected Monetary Value (EMV) analysis is a statistical technique used in quantitative risk analysis to calculate the average outcome when the future involves uncertainty. It quantifies the potential impact of risks and opportunities by multiplying the monetary value of each possible outcome by its probability of occurrence and then summing the results. This calculation provides a single expected value for a given decision path, allowing project managers to compare different scenarios and select the one that offers the best average outcome.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute, Inc. See Section 4.5.2, "Data Analysis Methods," which describes Expected Monetary Value as a method for "quantifying the cost for risks for use in a cost-benefit analysis."

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute, Inc. See Section 11.4.2.3, "Decision Tree Analysis," which states, "Expected monetary value (EMV) analysis is a statistical concept that calculates the average outcome when the future includes scenarios that may or may not happen."

3. MIT OpenCourseWare. (2012). 16.852J / ESD.352J Project Management. Fall 2012. Massachusetts Institute of Technology. Lecture 11, "Project Risk Management," discusses Expected Monetary Value (EMV) as a core tool for decision-making under uncertainty by calculating the weighted average of possible payoffs.

Question 3

Which of the following is an output of Close Procurements?
Options
A: Accepted deliverables
B: Organizational process assets updates
C: Managing stakeholder expectations
D: Performance reports
Show Answer
Correct Answer:
Organizational process assets updates
Explanation
The Close Procurements process is the formal finalization of each project procurement. A primary output of this process is the updating of Organizational Process Assets (OPAs). This includes archiving the complete procurement file, which contains the contract, performance information, and all supporting documentation. Additionally, lessons learned from managing the procurement are documented and added to the organization's knowledge base. This information serves as a historical record to improve procurement processes on future projects.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Section 12.4.3.2, Page 499: This section explicitly lists "Organizational Process Assets Updates" as an output of the Close Procurements process. It details that the procurement file, deliverable acceptance, and lessons learned documentation are archived as part of this update.

Figure 12-1, Page 467: The "Project Procurement Management Overview" diagram clearly shows "Organizational process assets updates" flowing out from the "12.4 Close Procurements" process.

Question 4

The probability and impact matrix is primarily used to:
Options
A: Quantify risk issues for trends during a quality audit.
B: Develop a risk register for risk planning.
C: Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
D: Define risk and compare impacts during Perform Quantitative Risk Analysis.
Show Answer
Correct Answer:
Evaluate each risk’s importance and priority during Perform Qualitative Risk Analysis.
Explanation
The probability and impact matrix is a fundamental tool used during the Perform Qualitative Risk Analysis process. Its primary function is to evaluate and prioritize individual project risks. By assessing each risk's probability of occurrence and its potential impact on project objectives (such as scope, schedule, cost, and quality), the matrix provides a visual representation of the risk landscape. This allows the project team to categorize risks (e.g., high, medium, low) and determine their importance, thereby focusing subsequent risk response planning on the most significant threats and opportunities.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 11.3.2.3 Data Analysis. Newtown Square, PA: Project Management Institute. The guide states, "A probability and impact matrix is a grid for mapping the probability of each risk occurrence and its impact on project objectives... This tool is used to prioritize risks."

2. Pellegrinelli, S. (2011). Thinking and acting as a great programme manager. International Journal of Project Management, 29(1), 29-30. https://doi.org/10.1016/j.ijproman.2010.10.001 (This academic journal article discusses the use of the probability-impact grid for prioritizing risks in program management, reinforcing its primary purpose).

3. Massachusetts Institute of Technology. (2006). 1.040 Project Management, Lecture 11: Risk Management. MIT OpenCourseWare. Retrieved from https://ocw.mit.edu/courses/1-040-project-management-spring-2012/resources/mit1040s12lec11/. The lecture notes describe the use of the P-I Matrix for qualitative risk assessment to prioritize risks based on probability and consequence.

Question 5

The project manager is working in an agile/adaptive environment. The project manager is considering different approaches for applying Project Integration Management in this environment. How can the project manager ensure that this will work for the project?
Options
A: Take control of all decisions and product planning.
B: Build a team that can respond to changes within a collaborative, decision-making environment.
C: Promote a team with a narrow specialization within a hierarchical environment.
D: Delegate project decisions to the product owner and sponsor.
Show Answer
Correct Answer:
Build a team that can respond to changes within a collaborative, decision-making environment.
Explanation
In an agile/adaptive environment, Project Integration Management is not a centralized, top-down function performed solely by the project manager. Instead, it is an ongoing, collaborative activity embedded within the team's daily work. The project manager's role shifts to that of a servant leader or facilitator who builds and supports a self-organizing, cross-functional team. This team is empowered to make decisions collaboratively and respond quickly to changes. This collaborative environment ensures that all components of the project are continuously integrated and aligned with the evolving project vision, which is the essence of integration management in an adaptive context.
References

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.

Section 2.4, The Team Performance Domain: "Project teams that work collaboratively can accomplish a shared objective more effectively and efficiently than individuals working on their own... Creating a collaborative team environment facilitates communication, managing conflicts, and better decision making." (p. 40).

Section 4.6, Tailoring the Performance Domains: When tailoring the Team domain, it is noted that "adaptive approaches benefit from decentralized decision making." (p. 138).

2. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide.

Section 4.3, Servant Leadership Empowers the Team: "Servant leaders facilitate collaboration and create an environment where the team can make decisions... They encourage the team to be a self-organizing, self-managing group that determines the best way to accomplish their work." (pp. 34-35).

Chapter 5, Implementing Agile: Delivering in an Agile Environment: This chapter details how agile teams work collaboratively to deliver value, emphasizing that "the team is the key to success on agile projects." (p. 50).

Question 6

Which is the order of steps in the Procurement Management process?
Options
A: Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements
B: Identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, obtaining quotes or proposals, and controlling procurements
C: Controlling procurements, identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, and contracting with selected vendors
D: Obtaining quotes or proposals, identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, and controlling procurements
Show Answer
Correct Answer:
Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements
Explanation
The Project Procurement Management process follows a logical lifecycle. The process begins with the Plan Procurement Management phase, where requirements are identified and documented. This is followed by the Conduct Procurements phase, which involves obtaining seller responses (quotes/proposals), selecting a seller through evaluation and negotiation, and awarding a contract. Finally, the Control Procurements phase involves managing the relationship with the vendor, monitoring contract performance, and closing out the contract. This sequence ensures that procurement activities are structured, transparent, and aligned with project objectives.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 12, Project Procurement Management, Introduction, p. 466. The guide outlines the processes in a specific order: 12.1 Plan Procurement Management, 12.2 Conduct Procurements, and 12.3 Control Procurements. Option A correctly reflects the activities within this flow.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.5.3, Procurement, p. 89. This section describes the logical flow: determining the procurement approach, soliciting proposals, reviewing proposals, selecting a vendor, negotiating a contract, and managing the contract. This sequence aligns directly with the steps presented in option A.

Question 7

What type of change requires the submission of a change request?
Options
A: Changes in assigned resources
B: Changes in a technical solution
C: Changes in status reporting
D: Changes in the project's scope
Show Answer
Correct Answer:
Changes in the project's scope
Explanation
A change request is a formal proposal to modify a project document, deliverable, or baseline. According to the Project Management Institute (PMI), any change to the project's scope baseline must be managed through a formal, integrated change control process. This is because a change in scope fundamentally alters the project's objectives and deliverables, which has a high probability of impacting other critical constraints like schedule, cost, and quality. Failing to formally manage scope changes can lead to "scope creep," which is a primary cause of project failure. Therefore, a change in scope always requires a formal change request to ensure its impacts are properly assessed, approved, and documented.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute. Section 5.6, Control Scope, p. 167. This section explicitly states, "Controlling the project scope ensures all requested changes...are processed through the Perform Integrated Change Control process."

2. Project Management Institute. (2021). The Standard for Project Management and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute. Section 2.8, Delivery Performance Domain, p. 97. This section highlights that changes with a significant impact on scope require a formal change control process.

3. MIT OpenCourseWare. (2012). 16.852J / ESD.342J System Architecture, Lecture 11: Change Management. Massachusetts Institute of Technology. This lecture material emphasizes the necessity of a formal process for managing changes to system requirements and scope to maintain baseline integrity.

Question 8

In which Project Cost Management process is work performance data included?
Options
A: Plan Cost Management
B: Estimate Costs
C: Determine Budget
D: Control Costs
Show Answer
Correct Answer:
Control Costs
Explanation
The Control Costs process is part of the Monitoring and Controlling Process Group. Its primary function is to monitor project status to update project costs and manage changes to the cost baseline. To achieve this, it requires raw observations and measurements from project execution, which are known as work performance data. This data includes information on actual costs incurred, the value of work completed, and progress on deliverables. This input is then analyzed, often using techniques like Earned Value Management (EVM), to compare actual performance against the planned baseline and determine if corrective actions are needed.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 7.4.1.3, Control Costs: Inputs. Newtown Square, PA: Project Management Institute, Inc. This section explicitly lists "Work performance data" as a key input to the Control Costs process.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Section 2.8, Measurement Performance Domain. Newtown Square, PA: Project Management Institute, Inc. This section describes the activities of this domain, which include "collecting and analyzing data to assess performance," directly aligning with the function of the Control Costs process.

Question 9

In order to detect quality Issues earlier in the project life cycle, the project manager is using an agile/adaptive environment. What is the main difference between waterfall and agile/adaptive development approaches tor Project Quality Management?
Options
A: The frequency of the quality and review steps
B: The number of deliverables
C: The duration of each of the quality and review steps
D: The tools used in the quality and review steps
Show Answer
Correct Answer:
The frequency of the quality and review steps
Explanation
The primary distinction between quality management in waterfall (predictive) and agile/adaptive environments is the frequency of quality and review activities. Agile approaches integrate quality checks, testing, and stakeholder reviews into each short iteration (e.g., a sprint). This frequent cadence allows for the early detection and correction of issues. In contrast, the waterfall model typically reserves quality control and review activities for the end of major phases, making them larger, more formal, and significantly less frequent. This fundamental difference in timing and repetition is central to how each methodology manages quality.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Section 8.3, Control Quality, "Agile/Adaptive Environments" considerations, p. 304. (This section explicitly states, "Agile methods call for frequent quality and review steps built in throughout the project rather than toward the end of the project.")

2. Project Management Institute & Agile Alliance. (2017). Agile Practice Guide. Section 5.2.2, "Executing in an Agile Approach," p. 56. (This section describes how agile projects perform testing and reviews throughout the iteration, not as a separate, later phase, emphasizing "continuous attention to technical excellence.")

3. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Section 4.5, "Life Cycle and Phase Reviews," p. 163. (This section contrasts the end-of-phase reviews in predictive life cycles with the frequent, iteration-based reviews in adaptive life cycles.)

Question 10

What should the project manager use to evaluate the politics and power structure among stakeholders inside and outside of the organization?
Options
A: Expert judgment
B: Interpersonal skills
C: Team agreements
D: Communication skills
Show Answer
Correct Answer:
Interpersonal skills
Explanation
The project manager should use interpersonal skills to evaluate politics and power structures. A key component of this skill set is "political awareness," which is the ability to understand and navigate the formal and informal power relationships within an organization and among external stakeholders. This competency allows the project manager to recognize key influencers, understand their agendas, and predict their impact on the project. By effectively applying political awareness, the project manager can better manage stakeholder engagement, build necessary coalitions, and mitigate risks arising from organizational politics.
References

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Project Management Institute.

Section 13.2.2.3 Interpersonal and Team Skills: This section lists "Political awareness" as a key skill for planning stakeholder engagement. It is defined as the "ability to understand the power structures in an organization... and to navigate the politics." This directly supports using these skills to evaluate politics and power.

2. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (7th ed.). Project Management Institute.

Section 2.7 Stakeholder Performance Domain: This domain emphasizes the need to "effectively engage with stakeholders" by navigating complexity, which includes "systemic interactions between stakeholders and governance systems." This navigation requires the interpersonal skills of understanding and working within power structures.

3. MIT OpenCourseWare. (2012). 16.852J / ESD.342J System Architecture, Lecture 10: Stakeholders. Massachusetts Institute of Technology.

The lecture notes discuss the importance of identifying stakeholder interests, power, and influence. The process described for stakeholder analysis inherently requires the project manager to apply interpersonal and observational skills to discern these political and power dynamics, which are often not explicitly stated.

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