Preparation Process

The candidates planning to complete the PMI CAPM exam can find a variety of useful study materials on the official website. It is recommended that the learners start their preparation for the test by viewing its content outline and the CAPM handbook. These two documents will help them get an idea of what the certification exam is about and how to structure their prep process most efficiently. It is also advised that the applicants look through ‘A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Sixth Edition’ for a better understanding of the exam content.

Besides that, to help the students build the required knowledge base for the exam, the official platform offers the formal course provided by the Authorized Training Partners or local PMI communities. The details of this option can be found on the certification webpage. At the end of preparation, the applicants are recommended to use the CAPM Sample Questions to check their readiness for the actual test.

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Next Certifications One Can Apply for

With the CAPM certification, one becomes eligible for the PMI PMP certificate (Project Management Professional). Moreover, with the PMP, individuals have an easier path to acquiring the next validation which is the PgMP (Program Management Professional) qualification. In addition, since the CAPM certificate helps candidates build a foundational knowledge base, they will have less struggle when applying for other PMI offerings after gaining more experience.

Reference: https://www.pmi.org/certifications/certified-associate-capm

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There are 13 main subject areas covered in the CAPM certification exam. The candidates are strongly recommended to develop a good understanding of all these topics before attempting the test. The highlights of these domains are provided below:

• Project Management Introduction (6%)

  In the first domain of the CAPM certification exam, there are four subsections. The first one is about your understanding of 5 process groups in project management and processes in each group. The second area covers recognizing relationships among operational management, program, portfolio, and project. In the third section, the lifecycle of a project is comprehensively defined. The last part addresses one’s understanding of the importance & functions of tailoring in different projects.

• Management of Project Resource (8%)

  This part explores 3 processes in project management. They are about the management of project quality, techniques/tools/inputs/outputs in the processes, approaches to and reasons for adaptation of quality management in various project environments, as well as quality tools & approaches for improvements.

• Roles of a Project Manager (7%)

  The third domain is about identifying the project manager’s primary functions. This is followed by the sphere of influence of a project manager. The third feature is the identification of the major elements in the PMI triangle. The last knowledge area covers clarifying the differences in leadership and management.

• Management of Project Schedule (9%)

  The sixth domain contains four subsections. The first one comes with 6 processes in the project schedule management knowledge area. This is followed by the techniques, tools, inputs, and outputs in 6 processes. The next part is on solving simple problems in network diagrams and performing calculations in basic scheduling. The last subtopic focuses on Agile environments or adaptive environment considerations in the management of project schedules.

• Project Environment (6%)

  The second topic covers the identification of the assets and functions that can have an impact on the outcomes of a project. The next subsection focuses on distinguishing different organizational systems. This is followed by a comprehensive understanding of the purposes and activities of the PMO (Project Management Office). The last subtopic involves recognizing the hierarchy of portfolios, projects, and programs.

• Management of Project Communication (10%)

  In the tenth topic, the sections focus on 3 processes in project management. The knowledge areas covered here are management of project communication, identification of techniques, tools, inputs, and outputs in the mentioned processes, and management of project communication key approaches & concepts. Other subtopics address management plan communication dimensions as well as components, management of project communication methods and communication skills.

• Management of Project Costs (8%)

  The areas addressed in the seventh module are 4 processes in project management. This also captures management of project cost, techniques, tools, inputs, and outputs in the processes mentioned, key concepts, methods in earned value, as well as basic forecasting in management of project cost.

• Management of Project Stakeholder (9%)

  The last section includes four subsections. They concern 4 processes in the knowledge areas of project stakeholder management. This entails your understanding of the techniques, tools, input, and outputs in these processes. It also concerns the roles and needs of key stakeholders, as well as the benefits and key concepts of stakeholder management.

• Management of Project Procurement (4%)

  The twelfth domain of the CAPM certification test covers 3 processes in the knowledge area of project procurement management, including the techniques, tools, inputs, and outputs in 3 processes. Other subtopics are connected with tailoring considerations and key concepts for the management of project procurements with emerging practices and trends, as well as different types of agreements, methods for source selection, and contracts.

• Management of Project Integration (9%)

  The first subsection of the fourth section of the PMI CAPM exam focuses on managing the individuals’ knowledge areas in project integration by understanding 7 processes in project management. They are further discussed in the next section covering the tools, techniques, inputs, and outputs within the processes. The next subtopic features a project manager’s role in the management of project integration and the purpose of managing project integration. The fourth subdomain concentrates on identifying the concepts and procedures with relation to the management of project change. In the fifth subtheme, the candidates should demonstrate that they are capable of recognizing key documents and identifying tailoring conditions for managing project integration. The sixth part is all about the knowledge management and project integration methods.

• Management of Project Risk (8%)

  The eleventh subject area addresses 7 processes in project management in the knowledge area of project risk management, including the techniques, tools, inputs, and outputs in the mentioned processes, and key documents in the management of project risks. Other subtopics tackle performing calculations of simple risks and knowing when there is risk-based adjustment demand as a result of the project environment and how this happens.

• Management of Project Scope (9%)

  In the framework of the fifth objective, the first subsection addresses 6 processes in the project scope management knowledge area. The second subtopic focuses on the techniques, tools, input, and outputs in the processes formerly defined. In the third subsection, the focus is on tailoring considerations and key concepts in the management of project scope and scope management key roles. In the fourth segment, the purpose and elements of the WBS (Work Breakdown Structure) for project scope and product scope are discussed. The last is the section involving Agile projects or adaptive projects with use of prototypes.

• Management of Project Quality (7%)

  This section deals with 6 processes in project management in the knowledge area of project quality management, including resources and techniques, tools, inputs, and outputs in the processes, trends, and key concepts in the management of project resources. Other aspects concerned include developing teams, resolving problems that are resource-related, managing conflicts, as well as components in the management plan for resources and techniques used to represent data when project resources are being managed.

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