# CAPM Simulator V7.2 — Coverage and Validation Report

## Executive result

The current bank contains 1,425 deterministic question IDs, including 300 situational additions focused on selecting the best or first action under the PMI mindset. IDs 1-1125 remain unchanged. The revised bank covers all 19 ECO tasks, all 60 illustrative ECO enablers, and all 523 concepts extracted from the supplied CAPM glossary. Every item is an original practice question; no real PMI or third-party exam item is reproduced.

| Check | Result |
|---|---:|
| Question IDs | 1-1,425, continuous |
| Repetitive questions replaced | 230 |
| Exact duplicate stems | 0 |
| Normalized similarity pairs ≥ 0.72 | 0 |
| ECO tasks represented | 19 / 19 |
| ECO enablers represented | 60 / 60 |
| Glossary concepts explicitly assessed | 523 / 523 |
| Calculation answer checks | 15 / 15 passed |
| Offline question bank parity | `questions.js` = `questions.json` |

## Domain and item blueprint

| Domain | Questions | Weight |
|---|---:|---:|
| Project Management Fundamentals and Core Concepts | 512 | 35.93% |
| Predictive, Plan-Based Methodologies | 243 | 17.05% |
| Agile Frameworks/Methodologies | 285 | 20.00% |
| Business Analysis Frameworks | 385 | 27.02% |
| **Total** | **1,425** | **100%** |

Item formats: 1,281 single-answer, 121 multiple-response, 15 matching, and 8 ordering. Difficulty: 131 easy, 947 moderate, and 347 difficult.

## ECO enabler traceability

Question IDs below are representative examples, not the full set of items covering each enabler.

| Domain / task | ECO enabler | Representative question IDs |
|---|---|---|
| Fundamentals Task 1 | Distinguish between a project, program, and a portfolio | 2, 60, 306 |
| Fundamentals Task 1 | Distinguish between a project and operations | 1, 51, 60 |
| Fundamentals Task 1 | Distinguish between predictive and adaptive approaches | 3, 134, 309 |
| Fundamentals Task 1 | Distinguish between issues, risks, assumptions, and constraints | 4, 51, 129 |
| Fundamentals Task 1 | Review or critique project scope | 626, 51, 129 |
| Fundamentals Task 1 | Apply the project management code of ethics to scenarios | 62, 132, 960 |
| Fundamentals Task 1 | Explain how a project can be a vehicle for change | 305, 312, 319 |
| Fundamentals Task 2 | Describe the purpose and importance of cost, quality, risk, and schedule planning | 73, 640, 54 |
| Fundamentals Task 2 | Distinguish project management plan deliverables from product management plan deliverables | 77, 640, 641 |
| Fundamentals Task 2 | Distinguish a milestone from task duration | 642, 963, 964 |
| Fundamentals Task 2 | Determine the number and type of resources | 327, 332, 334 |
| Fundamentals Task 2 | Use a risk register in a given situation | 86, 627, 634 |
| Fundamentals Task 2 | Use a stakeholder register in a given situation | 77, 627, 630 |
| Fundamentals Task 2 | Explain project closure and transitions | 77, 86, 330 |
| Fundamentals Task 3 | Compare project manager and sponsor roles and responsibilities | 5, 6, 16 |
| Fundamentals Task 3 | Compare project team and sponsor roles and responsibilities | 16, 652, 981 |
| Fundamentals Task 3 | Explain the project manager as initiator, negotiator, listener, coach, working member, and facilitator | 5, 6, 9 |
| Fundamentals Task 3 | Explain differences between leadership and management | 346, 350, 664 |
| Fundamentals Task 3 | Explain emotional intelligence and its impact | 356, 978, 979 |
| Fundamentals Task 4 | Respond appropriately to a planned communication, risk, or other strategy | 128, 683, 685 |
| Fundamentals Task 4 | Explain project initiation and benefit planning | 367, 987, 990 |
| Fundamentals Task 5 | Evaluate meeting effectiveness | 59, 996, 1000 |
| Fundamentals Task 5 | Explain focus groups, standups, brainstorming, and related techniques | 402, 404, 709 |
| Predictive Task 1 | Identify predictive suitability for organizational structures | 727, 1005, 1006 |
| Predictive Task 1 | Determine activities within each process | 410, 413, 415 |
| Predictive Task 1 | Give examples of typical activities within each process | 409, 410, 411 |
| Predictive Task 1 | Distinguish differences between project components | 419, 421, 728 |
| Predictive Task 2 | Apply critical path methods | 147, 749, 751 |
| Predictive Task 2 | Calculate schedule variance | 153, 748, 766 |
| Predictive Task 2 | Explain work breakdown structures | 146, 437, 441 |
| Predictive Task 2 | Explain work packages | 146, 162, 163 |
| Predictive Task 2 | Apply a quality management plan | 163, 162, 164 |
| Predictive Task 2 | Apply an integration management plan | 162, 163, 164 |
| Predictive Task 3 | Identify predictive project artifacts | 449, 454, 457 |
| Predictive Task 3 | Calculate cost and schedule variances | 459, 776, 777 |
| Agile Task 1 | Compare pros and cons of adaptive and predictive approaches | 32, 31, 787 |
| Agile Task 1 | Identify adaptive suitability for organizational structures | 787, 800, 1029 |
| Agile Task 1 | Identify OPAs and EEFs that facilitate adaptive approaches | 228, 460, 464 |
| Agile Task 2 | Distinguish logical units of iterations | 185, 221, 227 |
| Agile Task 2 | Interpret iteration pros and cons | 480, 221, 226 |
| Agile Task 2 | Translate a WBS to an adaptive iteration | 227, 34, 199 |
| Agile Task 2 | Determine inputs for scope | 812, 227, 34 |
| Agile Task 2 | Explain adaptive tracking versus predictive tracking | 810, 1038, 1040 |
| Agile Task 3 | Identify adaptive project artifacts | 821, 827, 1041 |
| Agile Task 4 | Distinguish Scrum, XP, SAFe, Kanban, and other adaptive components | 222, 223, 1047 |
| Agile Task 5 | Interpret success criteria for an adaptive task | 848, 190, 198 |
| Agile Task 5 | Prioritize adaptive work | 35, 224, 1053 |
| Business Analysis Task 1 | Distinguish process owner, process manager, product manager, product owner, and related roles | 42, 288, 266 |
| Business Analysis Task 1 | Explain why roles, responsibilities, and stakeholders must be identified | 288, 870, 871 |
| Business Analysis Task 1 | Differentiate internal and external roles | 299, 524, 529 |
| Business Analysis Task 2 | Recommend an appropriate communication channel or tool | 295, 232, 538 |
| Business Analysis Task 2 | Explain why BA communication between teams is important | 295, 880, 885 |
| Business Analysis Task 3 | Match requirements tools such as user stories and use cases to scenarios | 297, 549, 550 |
| Business Analysis Task 3 | Select interviews, surveys, workshops, lessons learned, or other elicitation approaches | 289, 1074, 1075 |
| Business Analysis Task 3 | Explain a requirements traceability matrix or product backlog | 291, 46, 47 |
| Business Analysis Task 4 | Explain application of a product roadmap | 292, 300, 572 |
| Business Analysis Task 4 | Determine which components go to which releases | 292, 300, 569 |
| Business Analysis Task 5 | Determine the BA role in adaptive and predictive approaches | 296, 925, 932 |
| Business Analysis Task 6 | Define acceptance criteria and changes based on the situation | 298, 943, 1095 |
| Business Analysis Task 6 | Determine delivery readiness using an RTM or product backlog | 298, 948, 1095 |

## Official course lesson traceability

| Lesson | Treatment in V7.2 | Tagged questions |
|---|---|---:|
| Lesson 1: Course Overview | Reviewed as orientation, recap and exam-preparation material; mutable administration details are not converted into scored technical questions. Technical concepts repeated there are assessed under Lessons 2–9. | 0 |
| Lesson 2: Project Management Fundamentals | Technical learning objectives are mapped into the question bank. | 78 |
| Lesson 3: Organizing for Project Performance | Technical learning objectives are mapped into the question bank. | 125 |
| Lesson 4: Development Approach and Life Cycle | Technical learning objectives are mapped into the question bank. | 168 |
| Lesson 5: Business Analysis Frameworks | Technical learning objectives are mapped into the question bank. | 248 |
| Lesson 6: Starting a Project | Technical learning objectives are mapped into the question bank. | 207 |
| Lesson 7: Predictive Methodologies | Technical learning objectives are mapped into the question bank. | 255 |
| Lesson 8: Adaptive Approaches | Technical learning objectives are mapped into the question bank. | 263 |
| Lesson 9: Project Work and Delivery | Technical learning objectives are mapped into the question bank. | 330 |
| Lesson 10: Conclusion | Reviewed as orientation, recap and exam-preparation material; mutable administration details are not converted into scored technical questions. Technical concepts repeated there are assessed under Lessons 2–9. | 0 |

## Glossary traceability — 523 / 523

Each supplied glossary heading appears explicitly in at least one item as the focal concept or as a differentiated option. High-value concepts may appear in several scenarios.

| Glossary concept | Question IDs |
|---|---|
| 5 Whys Method | 52 |
| 80/20 Rule | 53, 55, 111, 128 |
| 100 Percent Rule | 139, 143, 145, 147 |
| Accept | 8, 293, 368, 370, 371, 372, 374, 376 |
| Acceptance Criteria | 50, 227, 298, 549, 550, 552, 553, 554 |
| Accepted Deliverables | 86 |
| Active Listening | 348, 349, 350, 351, 352, 353, 356, 358 |
| Activity | 3, 13, 14, 41, 54, 56, 62, 84 |
| Activity Cost Estimates | 54, 56, 62, 100, 104, 117 |
| Activity Dependency | 140, 165, 178, 433 |
| Activity Duration Estimates | 140, 141, 145, 166, 173, 178 |
| Activity List | 642, 648, 674 |
| Activity Resource Estimates | 142, 143, 179 |
| Activity Resource Requirements | 141, 143, 147, 161, 433 |
| Actual Cost (AC) | 139, 144, 165, 166, 167, 168, 171, 173 |
| Adaptive | 3, 10, 21, 22, 23, 31, 32, 36 |
| Administrative Closure | 77, 86 |
| Affinity Diagram | 388, 393, 394, 395, 396, 398, 400, 401 |
| Affinity Estimating | 180, 205, 207 |
| Agile | 2, 10, 13, 14, 27, 28, 29, 36 |
| Agile Coach | 181, 184, 188, 208 |
| Agile Estimating | 182, 204, 205, 218 |
| Agile Life Cycle | 183, 185, 197, 200 |
| Agile Manifesto | 460, 461, 462, 463, 464, 465, 466, 467 |
| Agile Practitioner | 181, 184, 188, 208 |
| Agile Principles | 791 |
| Agile Release Planning | 185, 194, 197, 200 |
| Agreements | 28, 330, 419, 638, 650, 659, 661, 662 |
| Ambiguity | 135, 137, 698, 741, 811, 812, 869, 872 |
| Analogous Estimation | 55 |
| Approved Change Requests | 56 |
| Artifact | 2, 27, 28, 193, 201, 206, 209, 296 |
| Assumption | 51, 449, 451, 452, 453, 454, 455, 456 |
| Audit | 53, 100, 109, 114, 456, 686, 703, 947 |
| Autocratic | 665 |
| Avoid | 8, 296, 626, 687, 688, 875, 909, 916 |
| Backlog | 2, 10, 14, 28, 34, 35, 36, 38 |
| Backlog Refinement | 14, 803, 843, 849 |
| Bar Chart | 765 |
| Baseline | 15, 29, 65, 69, 75, 106, 138, 142 |
| Benchmarking | 682, 702, 703, 709, 763, 893, 904 |
| Bottom-Up Estimating | 757, 759 |
| Brainstorming | 709, 715, 784, 892 |
| Budget | 4, 25, 139, 144, 146, 149, 151, 152 |
| Budget at Completion (BAC) | 779, 780, 782 |
| Buffer | 762 |
| Burn Chart | 186, 195, 216 |
| Burndown Chart | 17, 653, 704, 815, 816, 817, 818, 833 |
| Burnup Chart | 47, 484, 485, 486, 487, 488, 489, 490 |
| Business Case | 5, 16, 367, 368, 370, 372, 374, 375 |
| Business Requirement | 230, 233, 261, 277, 290 |
| Business Value | 616, 710, 831, 865, 878, 920, 936, 941 |
| Cadence | 136, 229, 323, 324, 325, 326, 331, 332 |
| Cause and Effect Diagram | 17, 388, 389, 390, 392, 395, 396, 397 |
| Change Control | 57, 71, 72, 84, 93, 95, 96, 138 |
| Change Control Board (CCB) | 175, 693, 792 |
| Change Control Form | 57, 71, 72, 96 |
| Change Log | 175, 177, 642, 651, 683, 732, 819 |
| Change Management | 638 |
| Change Request (CR) | 48, 449, 451, 452, 453, 454, 455, 456 |
| Charter | 9, 28, 50, 367, 368, 369, 371, 372 |
| Checklist | 33, 630, 635, 639, 650, 674, 725, 819 |
| Close Project or Phase Process | 58, 67, 69, 74, 75, 78, 87 |
| Close-Out Meetings | 59, 92, 97, 130 |
| Closing Process Group | 410, 413, 414, 415, 416, 417, 418, 419 |
| Coach | 181, 184, 188, 208, 805, 855 |
| Coaching | 855 |
| Code of Accounts | 61, 82, 116 |
| Code of Ethics and Professional Conduct | 56, 62, 70 |
| Collaboration | 12, 52, 63, 81, 91, 118, 125, 126 |
| Collect Requirements Process | 231, 248, 250, 262 |
| Colocation | 52, 63 |
| Communication | 5, 26, 52, 63, 157, 180, 182, 189 |
| Communication Channels | 157, 680, 681 |
| Communication Method | 677, 678, 679 |
| Communication Model | 534, 535, 537, 538, 539, 540, 541, 543 |
| Communication Requirements Analysis | 232, 236, 241 |
| Communication Technology | 230, 233, 234, 258, 259, 272, 277 |
| Communications Management Plan | 323, 324, 325, 326, 331, 332, 333, 338 |
| Complexity | 135, 137, 613, 620, 975, 976, 977 |
| Compliance | 73, 103, 193, 224, 253, 283, 433, 532 |
| Conflict | 12, 36, 64, 73, 88, 110, 123, 660 |
| Conflict Management | 64, 73, 88, 110, 123 |
| Conflict Resolution | 668, 669, 676 |
| Consensus | 232, 236, 239, 241, 251, 508, 509, 510 |
| Constraint | 51, 102, 113, 124, 129, 618, 710, 761 |
| Context Diagram | 901 |
| Contingency Plan | 65 |
| Contingency Reserve | 65 |
| Continuous Flow* | 789 |
| Continuous Improvement (CI) | 187, 193, 196, 199, 203, 206, 213 |
| Contract | 7, 19, 33, 41, 43, 70, 79, 122 |
| Control Account | 139, 142, 144, 145, 165, 166, 173, 432 |
| Control Charts | 718 |
| Control Quality Process | 66, 69, 74, 75, 78 |
| Control Resources Process | 58, 67, 74 |
| Control Schedule Process | 66, 68, 106 |
| Control Scope Process | 69, 75, 106 |
| Cost Aggregation | 142, 144, 145 |
| Cost Baseline | 142, 144, 145, 146, 149, 151, 152, 160 |
| Cost-Benefit Analysis | 864, 902 |
| Cost Forecast | 61, 63, 70, 85 |
| Cost Management Plan | 77, 629, 641, 786 |
| Cost of Conformance | 52, 57, 71, 93, 103, 108 |
| Cost of Nonconformance | 71, 72, 95, 103 |
| Cost of Quality (CoQ) | 59, 63, 73, 88, 119 |
| Cost Performance Index (CPI) | 168, 769, 770, 772, 1005, 1011, 1014, 1023 |
| Cost Variance (CV) | 30, 167, 767, 768, 769, 770, 772, 773 |
| Cost-Benefit Analysis | 864, 902 |
| Create WBS Process | 146, 148, 150, 160 |
| Critical Path | 24, 141, 142, 147, 154, 178, 428, 432 |
| Critical Path Activity | 141, 142, 147, 178, 432 |
| Critical Path Method (CPM) | 708 |
| Critical Thinking | 234, 268, 278, 285 |
| Cross-Functional Teams | 181, 184, 188, 208 |
| Crystal Family of Methodologies | 180, 182, 189 |
| Cultural Awareness | 235, 267, 284 |
| Customer | 3, 6, 18, 31, 35, 43, 50, 64 |
| Cycle Time | 183, 194, 197, 225, 826, 828 |
| Daily Coordination Meeting | 14 |
| Daily Standup | 37 |
| Data | 12, 21, 78, 108, 137, 162, 177, 198 |
| Data Analysis | 232, 236, 239, 241, 251 |
| Data Gathering | 237, 238, 259, 260 |
| Data Representation | 238, 287 |
| Decision-Making | 4, 15, 20, 133, 650, 671, 716, 905 |
| Decision Tree Analysis | 232, 239, 241, 251, 268 |
| Decomposition | 163, 627, 643, 646, 702, 732, 764, 838 |
| Define Activities Process | 146, 148, 151, 152 |
| Define Scope Process | 74, 87, 105, 106 |
| Definition of Done (DoD) | 27, 742, 820, 821, 822, 832, 833, 1035 |
| Definition of Ready (DoR) | 190, 198, 215 |
| Deliverable | 64, 100, 112, 113, 131, 227, 293, 321 |
| Demo | 191, 203, 217 |
| Dependency | 139, 140, 165, 174, 178, 433, 434, 435 |
| Determine Budget Process | 146, 149, 151, 152, 160 |
| Develop Project Charter | 714 |
| Develop Project Management Plan Process | 75, 105 |
| Develop Schedule Process | 148, 149, 150, 151 |
| Develop Team Process | 66, 67, 68, 76, 78 |
| Direct and Manage Project Work Process | 58, 68, 76, 78, 105, 107 |
| Document Analysis | 548, 549, 550, 551, 552, 553, 554, 555 |
| Duration | 13, 24, 55, 140, 141, 145, 154, 156 |
| Earned Value (EV) | 25, 139, 144, 153, 165, 166, 167, 168 |
| Earned Value Analysis (EVA) | 708, 715, 810, 894, 900 |
| EEF | 635 |
| Effort | 1, 18, 35, 70, 73, 100, 103, 130 |
| Emotional Intelligence (EI) | 666, 667, 952, 955, 964, 976, 978, 979 |
| Empathy | 132 |
| Empowerment | 192, 198 |
| Enhance | 54, 79 |
| Epic | 562, 563, 564, 565, 566, 567, 568, 569 |
| Escalate | 12, 15, 38, 369, 371, 374, 375, 378 |
| Estimate | 13, 55, 86, 146, 148, 149, 150, 151 |
| Estimate Activity Durations Process | 149, 150, 151, 160 |
| Estimate Activity Resources Process | 146, 148, 149, 152 |
| Estimate at Completion (EAC) | 170, 175, 176, 177, 779, 781, 782, 1018 |
| Estimate Costs Process | 150, 152, 160 |
| Estimate to Complete (ETC) | 171, 445, 780, 781 |
| Executing Process Group | 409, 411, 412, 413, 414, 417, 418, 419 |
| Exit Gate | 65, 79, 80, 88, 115, 122 |
| Expected Monetary Value (EMV) | 430 |
| Expert Judgment | 18 |
| Explicit Knowledge | 81, 102, 119 |
| Exploit | 82, 97, 110, 120, 131 |
| Extreme Programming (XP) | 222, 223, 601, 611 |
| Facilitated Workshops | 900 |
| Facilitation | 260, 270, 676, 710, 877, 879 |
| Feature | 7, 300, 467, 496, 497, 498, 499, 500 |
| Fibonacci Sequence | 190, 193, 209, 210, 215 |
| Final Report | 240, 256, 265, 276, 281, 283 |
| Finish-to-Finish (FF) | 434, 435, 436, 437, 438, 440, 441, 442 |
| Finish-to-Start (FS) | 437, 438, 440, 441, 442, 748 |
| Fishbone Diagram | 17, 704, 765, 817 |
| Float | 141, 142, 147, 155, 159, 178, 432, 749 |
| Flow-Based Agile* | 183, 194, 197 |
| Focus Groups | 894 |
| Forward Pass | 158 |
| Functional Manager | 6, 42, 345, 346, 347, 348, 350, 354 |
| Functional Organization | 655 |
| Functionality | 50, 465, 604, 788, 796, 846, 871, 925 |
| Gantt Chart | 40, 704, 715, 720, 765, 816, 901, 908 |
| Generalizing Specialist | 186, 195, 212, 214 |
| Group Decision Techniques | 232, 236, 239, 241, 251 |
| Growth Mindset | 192, 196, 202, 206, 209, 213 |
| Ground Rules | 650 |
| Herzberg’s Motivation-Hygiene Theory | 82, 83, 90, 115 |
| Histogram | 642, 707, 747, 817 |
| Historical Information | 84, 93, 108 |
| Identify Risks | 70, 85 |
| Identify Stakeholders | 873, 874 |
| Impediment | 39, 843, 853 |
| Implement Risk Response Process | 67, 68, 69, 76, 87, 107 |
| Increment | 29, 79, 109, 139, 191, 199, 203, 217 |
| Incremental Delivery | 604, 796, 840, 953, 956, 957, 958, 959 |
| Incremental Life Cycle | 183, 185, 194, 197, 200, 218 |
| Influence/Impact Grid | 242, 265, 266 |
| Information | 16, 17, 29, 47, 48, 84, 93, 108 |
| Information Management | 242, 243, 281, 282 |
| Information Radiator | 484, 485, 486, 487, 488, 489, 490, 491 |
| Initiating Process Group | 409, 410, 411, 415, 416, 417, 421, 424 |
| Input | 5, 404, 406, 602, 666, 712, 842, 847 |
| Inspection | 23, 60, 162, 163, 164, 221, 225, 703 |
| Interactions | 134, 260, 270, 297, 460, 461, 462, 463 |
| Interactive Communication | 536, 537, 538, 539, 540, 541, 542, 545 |
| Internal Rate of Return (IRR) | 233, 244, 247, 254 |
| Interpersonal Skills | 676 |
| Interview | 289, 890, 895 |
| INVEST | 191, 198, 201, 202, 210 |
| Ishikawa Diagram | 17, 704 |
| Issue | 8, 12, 19, 28, 175, 176, 177, 619 |
| Issue Log | 28, 175, 176, 177, 619, 628, 638, 641 |
| Iteration | 10, 23, 33, 34, 35, 36, 37, 38 |
| Iteration Backlog | 191, 192, 199 |
| Iterative Life Cycle | 183, 185, 194, 200 |
| Iteration Planning | 33 |
| Iteration Review | 221 |
| Kaizen | 190, 196, 201, 210, 217, 219 |
| Kanban | 21, 40, 222, 225, 489, 611, 612, 613 |
| Kanban Board | 825 |
| Kano Model | 202, 213 |
| Key Performance Indicator (KPI) | 240, 245 |
| Kickoff | 644 |
| Kill Point | 81, 88, 104, 113, 122, 127, 129 |
| Knowledge Management | 246, 252, 257, 279 |
| Lag | 762 |
| Late Finish | 144, 161, 173, 174, 179 |
| Late Start | 155 |
| Lead | 38, 51, 136, 434, 435, 436, 438, 439 |
| Leadership | 9, 39, 134, 346, 348, 350, 355, 356 |
| Leading | 58, 68, 76, 78, 105, 107, 346, 348 |
| Lead Time | 51, 828 |
| Lean | 496, 497, 498, 499, 500, 501, 502, 503 |
| Lessons Learned | 77, 449, 450, 451, 452, 454, 455, 457 |
| Lessons Learned Register | 449, 450, 451, 452, 454, 455, 457, 458 |
| Lessons Learned Repository | 635 |
| Logical Relationship | 139, 165, 174 |
| Majority | 232, 236, 239, 241, 251, 656 |
| Manage Communications | 238, 247, 273 |
| Manage Project Knowledge | 62, 89, 115 |
| Manage Project Quality | 65, 80, 81, 90, 98 |
| Manage Project Team | 91, 118, 125, 126 |
| Manage Stakeholder Engagement Process | 231, 248, 249, 250, 262 |
| Management Reserve | 19 |
| Managing | 4, 40, 48, 57, 60, 66, 68, 72 |
| Maslow’s Hierarchy of Needs | 55, 92, 94, 121 |
| Matrix Organization | 6, 657, 658 |
| Metric | 786, 828 |
| Milestone | 15, 27, 84, 93, 95, 96, 108, 139 |
| Milestone Charts | 84, 93, 95, 96, 108 |
| Milestone List | 27, 638, 642 |
| Mind Mapping | 389, 391, 393, 399, 400, 403, 407, 718 |
| Minimum Business Increment (MBI) | 199, 203, 217, 219 |
| Minimum Viable Product (MVP) | 562, 564, 565, 566, 567, 568, 570, 571 |
| Mitigate | 687, 853 |
| Monitor and Control Project Work | 714 |
| Monitor Communications Process | 248, 249 |
| Monitor Risks | 94, 114, 116 |
| Monitor Stakeholder Engagement Process | 231, 249, 250, 262 |
| Monitoring and Controlling Process Group | 410, 412, 413, 415, 417, 418, 419, 422 |
| Moscow Analysis | 180, 189, 204, 205, 207 |
| Motivation | 82, 83, 90, 115, 134, 671, 672, 808 |
| Multicriteria Decision Analysis | 236, 239, 251 |
| Needs Assessment | 294, 859, 865, 866, 1099 |
| Negotiation | 43, 460, 461, 462, 463, 464, 465, 466 |
| Net Present Value (NPV) | 233, 244, 246, 247, 252, 254, 258, 275 |
| Network Diagram | 27, 141, 143, 166, 179, 653, 707, 747 |
| Node | 141, 143, 166 |
| Nominal Group Technique | 388, 389, 390, 392, 393, 395, 397, 399 |
| Nonfunctional Requirements (NFRs) | 230, 253, 255, 271 |
| Nonverbal Communication | 254 |
| Observations | 395, 450, 452, 455, 456, 458, 616, 716 |
| Opportunity | 54, 73, 79, 80, 82, 83, 90, 97 |
| Opportunity Cost | 237, 255, 272 |
| Organizational Chart | 242, 256, 281, 283, 286 |
| Organizational Culture | 257, 261, 280 |
| Organizational Process Assets (OPA) | 634, 635, 711 |
| Organizational Theory | 244, 258, 260, 266, 267, 271, 274 |
| Output | 29, 163, 293, 601, 617, 661, 788, 816 |
| Outsourcing | 230, 259, 280 |
| Paired Comparison* | 182, 189, 204, 205, 207 |
| Parametric Estimation | 173 |
| Pareto Analysis | 18, 707, 763, 810, 952, 961, 970, 976 |
| Pareto Chart | 388, 390, 391, 392, 393, 394, 396, 397 |
| Path | 15, 24, 141, 142, 147, 154, 178, 428 |
| Payback Period | 252, 260, 269, 273 |
| Perform Integrated Change Control | 57, 72, 84, 93, 95, 96 |
| Perform Qualitative Risk Analysis | 57, 72, 96, 103 |
| Perform Quantitative Risk Analysis | 644 |
| Persona | 252, 253, 261, 269, 271, 272 |
| Phase | 14, 33, 37, 48, 58, 67, 69, 74 |
| Phase Gate | 14, 33, 37, 610, 745, 1098 |
| Plan Communications Management | 325 |
| Plan Cost Management | 97 |
| Plan Quality Management | 52, 59, 89, 94, 98 |
| Plan Resource Management | 327 |
| Plan Risk Management | 328 |
| Plan Schedule Management | 73, 94, 99 |
| Plan Scope Management | 323 |
| Plan Stakeholder Engagement Process | 231, 248, 249, 250, 262, 286 |
| Planned Value (PV) | 153, 169, 767, 771, 774, 775, 780, 1005 |
| Planning Poker | 508, 509, 510, 511, 512, 513, 514, 515 |
| Planning Process Group | 409, 410, 411, 412, 414, 415, 416, 419 |
| PMBOK® | 53, 85, 89, 99, 100, 101, 109, 111 |
| PMBOK® Guide | 101, 109, 111, 114, 130 |
| Political Awareness | 235, 263, 267 |
| Portfolio | 1, 2, 9, 11, 60, 353, 606, 608 |
| Portfolio Management | 608 |
| Power/Interest Grid | 243, 256, 264 |
| Precedence Diagramming Method (PDM) | 748 |
| Precedence Relationship | 145, 161, 165, 166, 174, 179 |
| Predictive Life Cycle | 229 |
| Preventive Action | 714 |
| Prevention | 52, 55, 57, 62, 71, 93, 102, 103 |
| Probability and Impact Matrix | 71, 95, 103 |
| Process Flow Diagram | 240, 243, 245, 264, 265, 276, 283 |
| Process Manager | 266, 288 |
| Process Owner | 42, 288, 299, 1059, 1062, 1063, 1064, 1067 |
| Procurement Strategy | 623 |
| Product | 1, 2, 14, 17, 23, 27, 28, 29 |
| Product Backlog | 2, 14, 28, 34, 38, 220, 608, 641 |
| Product Owner | 23, 35, 42, 220, 288, 479, 491, 735 |
| Product Life Cycle | 624 |
| Product Management | 233, 234, 247, 253, 255, 266, 267, 275 |
| Product Manager | 288, 914 |
| Product Roadmap | 17, 300, 562, 563, 565, 566, 568, 569 |
| Product Scope | 802, 842 |
| Program | 2, 3, 60, 66, 96, 126, 186, 216 |
| Program Management | 3 |
| Progressive Elaboration | 302, 303, 304, 305, 308, 309, 311, 318 |
| Project | 1, 2, 4, 5, 6, 7, 8, 9 |
| Project Artifact | 193, 201, 206, 209 |
| Project Calendar | 178 |
| Project Charter | 50, 367, 368, 369, 371, 372, 373, 375 |
| Project Coordinator | 634 |
| Project Documents | 678 |
| Project Expeditor | 268 |
| Project Funding | 269, 270, 277, 287, 652 |
| Project Funding Requirements | 269, 270, 277, 287 |
| Project Governance | 674, 675 |
| Project Life Cycle | 301, 302, 303, 305, 306, 307, 308, 309 |
| Project Management | 4, 21, 53, 58, 66, 75, 76, 77 |
| Project Management Institute (PMI®) | 92, 101, 104, 124, 130 |
| Project Management Office (PMO) | 345, 346, 347, 349, 351, 352, 353, 354 |
| Project Management Plan | 75, 77, 105, 409, 411, 412, 413, 414 |
| Project Management Process | 58, 66, 76, 87, 105, 106 |
| Project Management Process Groups | 58, 66, 87, 106 |
| Project Manager | 5, 6, 7, 8, 12, 16, 29, 357 |
| Project Meetings | 260, 270 |
| Project Methodology | 107 |
| Project Performance Domains | 84, 108 |
| Project Phase | 86, 303, 304, 308, 310, 317, 318, 320 |
| Project Plan | 235, 237, 238, 269, 271 |
| Project Requirements | 272 |
| Project Schedule | 27, 148, 149, 150, 151, 179, 919 |
| Project Schedule Network Diagram | 179 |
| Project Scope | 139, 143, 145, 146, 147, 148, 150, 160 |
| Project Scope Statement | 629, 630, 734 |
| Project Sponsor | 13, 42, 652, 722, 804, 830, 858 |
| Project Team | 9, 11, 12, 13, 15, 16, 41, 51 |
| Projectized Organization | 656 |
| Prototypes | 719, 902 |
| Psychological Safety | 850 |
| Pull Communications | 254, 268, 273, 274, 279, 285 |
| Push Communications | 235, 257, 263, 273, 274 |
| Qualitative Risk Analysis | 57, 72, 96, 103, 686 |
| Quality | 18, 26, 27, 36, 44, 46, 49, 52 |
| Quality Audit | 53, 100, 109, 114 |
| Quality Management Plan | 162, 163, 164, 637, 640 |
| Quality Metric | 786 |
| Quality Policy | 261, 270, 275, 278, 280 |
| Quality Report | 449, 450, 453, 454, 456, 457, 459 |
| Questionnaires | 289 |
| RACI Chart | 265, 276, 282 |
| Recognition | 247, 278, 284, 334, 745 |
| Regulations | 635, 712 |
| Relative Estimating | 180, 182, 189, 204, 207 |
| Release* | 40, 185, 186, 194, 197, 200, 211, 212 |
| Release Plan | 915 |
| Release Planning | 185, 194, 197, 200, 226, 472, 473, 474 |
| Reports | 29, 33, 164, 332, 448, 465, 490, 657 |
| Requirement | 23, 45, 46, 47, 48, 49, 50, 228 |
| Requirements Documentation | 647, 903, 927 |
| Requirements Management Plan | 323, 324, 325, 328, 331, 332, 335, 336 |
| Requirements Traceability Matrix | 925, 926, 938, 944 |
| Reserve | 19, 20, 65, 758, 886 |
| Reserve Analysis | 758 |
| Residual Risk | 124 |
| Resource | 6, 26, 47, 58, 67, 74, 141, 142 |
| Resource Breakdown Structure | 636, 766, 926 |
| Resource Calendar | 616, 630, 649, 734, 824 |
| Resource Management Plan | 326, 327, 332, 334, 341, 637, 742 |
| Resource Requirements | 141, 143, 147, 161, 433 |
| Responsibility Assignment Matrix (RAM) | 345, 349, 352, 355, 357, 358, 359, 360 |
| Retrospective | 38, 43, 221, 610, 763, 801, 802, 809 |
| Return on Investment (ROI) | 234, 237, 277, 278, 285, 286 |
| Reward | 247, 278, 284, 671 |
| Reward and Recognition Plan | 247, 278, 284 |
| Rework | 500, 610, 733, 752, 754, 876, 899, 1098 |
| Risk | 14, 15, 26, 28, 38, 53, 54, 56 |
| Risk Acceptance | 73, 97, 107, 109, 110, 119, 123, 127 |
| Risk Appetite | 368, 370, 371, 372, 374, 376, 377, 380 |
| Risk Avoidance | 56, 79, 80, 89, 111, 116, 120 |
| Risk Breakdown Structure (RBS) | 636, 720 |
| Risk Categorization | 53, 81, 112 |
| Risk Category | 98, 102, 113, 120, 124 |
| Risk Enhancement | 83, 90, 104, 114, 131 |
| Risk Exploiting | 98, 109, 115 |
| Risk Exposure | 14, 94, 114, 116 |
| Risk Impact | 116, 117, 123 |
| Risk Management Plan | 323, 324, 327, 328, 329, 331, 332, 334 |
| Risk Mitigation | 82, 83, 99, 117, 131 |
| Risk Owner | 91, 118, 125, 126 |
| Risk Probability | 110, 119, 129 |
| Risk Register | 28, 38, 86, 609, 627, 634, 640, 667 |
| Risk Response Plan | 61, 101, 111, 120, 121 |
| Risk Sharing | 54, 80, 121, 127 |
| Risk Threshold | 369, 371, 374, 375, 378, 385, 386 |
| Risk Transference | 70, 79, 122, 128 |
| Risk Workshop | 726 |
| Role | 5, 9, 13, 16, 41, 42, 288, 296 |
| Rolling Wave Planning | 14, 409, 411, 412, 413, 414, 416, 418 |
| Root Cause Analysis | 19, 702, 704, 705, 892, 970, 999, 1000 |
| Salience Model | 246, 275, 279, 287 |
| Schedule Baseline | 29, 628, 639, 651, 692, 766 |
| Schedule Forecast | 54, 59, 112, 123 |
| Schedule Management Plan | 99 |
| Schedule Performance Index (SPI) | 169, 771, 774 |
| Schedule Variance (SV) | 153, 767, 768, 771, 774, 775, 828, 1005 |
| Scope | 3, 7, 21, 22, 23, 26, 32, 37 |
| Scope Baseline | 69, 75, 106, 616, 629, 650, 730 |
| Scope Creep | 622, 729, 736, 868 |
| Scope Management Plan | 323, 327, 328, 329, 333, 334, 337, 338 |
| Scope Statement | 628, 629, 630, 699, 719, 734 |
| Scrum | 37, 39, 42, 220, 222, 611, 612, 614 |
| Scrum Master | 39, 220, 652, 802, 804, 811, 817, 830 |
| Scrum Team | 220, 930, 1043 |
| Secondary Risk | 64, 99, 121, 124 |
| Self-Organizing Team | 181, 184, 188, 208 |
| Sequential Relationships | 139, 140, 161, 174, 432, 433 |
| Servant Leadership | 39, 346, 348, 350, 355, 356, 357, 358 |
| Service-Level Agreement (SLA) | 246, 254, 280 |
| Share | 81, 222, 844, 866, 943 |
| Skills List | 245, 276, 281 |
| Slack | 751 |
| Sprint | 43, 187, 191, 198, 201, 202, 209, 220 |
| Sprint Backlog | 220, 221, 641, 674, 742, 802, 813, 827 |
| Sprint Planning | 221, 801, 802, 803, 804, 812, 846, 849 |
| Sprint Retrospective | 43, 221, 821, 843, 849, 1029, 1044, 1047 |
| Sprint Review | 221, 610, 788, 801, 803, 843, 846, 847 |
| Sprint Velocity | 187, 191, 198, 201, 202, 209 |
| Stakeholder | 4, 7, 17, 26, 28, 32, 36, 42 |
| Stakeholder Analysis | 784, 873, 874 |
| Stakeholder Engagement Assessment Matrix | 240, 245, 256, 264, 282 |
| Stakeholder Engagement Plan | 324, 325, 326, 328, 329, 333, 335, 336 |
| Stakeholder Map | 242, 243, 264, 282, 283 |
| Stakeholder Register | 17, 77, 609, 627, 641, 648, 732, 742 |
| Stack Ranking* | 210, 215 |
| Standard | 26, 57, 71, 72, 96, 101, 109, 111 |
| Start-to-Finish (SF) | 140, 142, 144, 147, 432, 433 |
| Start-to-Start (SS) | 437, 438, 439, 442 |
| Statement of Work (SoW) | 29, 631 |
| Story | 34, 36, 39, 50, 186, 191, 198, 201 |
| Story Card | 186, 211, 212, 214 |
| Story Map | 186, 211, 212, 216 |
| Story Points | 34, 478, 806, 823 |
| Storyboarding | 627 |
| SWOT Analysis | 708 |
| System | 1, 81, 90, 107, 111, 120, 134, 141 |
| Tacit Knowledge | 81 |
| Tailoring | 134, 180, 182, 189, 620, 957, 963, 966 |
| Task | 5, 156, 195, 211, 212, 214, 216, 426 |
| Task Board | 195, 211, 212, 214, 216 |
| Team | 1, 7, 9, 10, 11, 12, 13, 15 |
| Team Building | 91, 118, 125, 126 |
| Team-Building Activities | 91, 118, 125, 126 |
| Technique | 18, 43, 289, 388, 389, 390, 391, 392 |
| Template | 635 |
| Test-Driven Development (TDD)/Test-First Development | 187, 190, 215 |
| Theme | 562, 563, 564, 565, 567, 568, 569, 570 |
| Theory X | 671, 672 |
| Theory Y | 671, 672 |
| Threat | 56, 70, 73, 79, 80, 82, 83, 89 |
| Three-Point Estimating | 757 |
| Threshold | 61, 101, 128, 129, 369, 371, 374, 375 |
| Throughput | 40, 225, 489, 606, 805, 824 |
| Timebox | 472, 473, 474, 475, 476, 477, 478, 479 |
| Tolerance | 63, 90, 122, 127 |
| Tool | 17, 19, 653, 683, 704, 707, 708, 747 |
| Total Float | 155, 751, 762, 1007, 1010, 1011, 1012, 1013 |
| Training | 334, 438, 595, 675, 808, 861, 944 |
| Transfer | 20, 687, 688, 736, 737, 951, 952, 953 |
| Transparency | 225 |
| Trigger Condition | 61, 101, 128, 129 |
| Triple Constraint | 102, 113, 124, 129 |
| T-Shaped | 199, 203, 213, 218, 219 |
| Unanimity | 232, 236, 239, 241, 251, 253, 263, 274 |
| User Story | 36, 39, 50, 186, 191, 198, 201, 202 |
| Validate Requirements | 1077, 1078, 1079 |
| Validate Scope | 64, 65, 83, 85, 92, 130, 293 |
| Validation | 46, 49, 162, 293, 296, 337, 439, 449 |
| Value | 4, 25, 35, 36, 41, 42, 48, 82 |
| Value Delivery System | 301, 305, 306, 307, 310, 313, 314, 318 |
| Value Stream | 195, 211, 214, 216, 244, 257, 258, 259 |
| Value Stream Mapping | 195, 211, 214, 216 |
| Variance | 29, 30, 66, 68, 106, 153, 167, 172 |
| Variance Analysis | 176, 703, 709, 892 |
| Velocity | 33, 34, 187, 191, 198, 201, 202, 209 |
| Verification | 293, 588, 589, 590, 591, 592, 593, 594 |
| Verified Deliverable | 64, 100, 112, 113, 131 |
| Virtual Team | 286 |
| Vision Statement | 192, 196, 206, 217 |
| Volatility | 23, 137 |
| Waterfall | 602, 787, 788 |
| WBS Dictionary | 434, 435, 436, 437, 439, 441, 628, 629 |
| Wireframe | 297, 720 |
| Work Breakdown Structure (WBS) | 609, 623, 627, 629, 636, 731 |
| Work in Process (WIP) | 218, 222, 225 |
| Work Package | 142, 144, 145, 162, 163, 164, 628, 731 |
| Work Shadowing | 244, 255, 263, 287 |
| Workaround | 862 |
| Workflow | 43, 186, 195, 211, 212, 214, 216, 225 |
| XP Metaphor | 187, 193, 219 |

## Additional controls included

- PMI Code of Ethics values—responsibility, respect, fairness and honesty—are assessed through situational judgement.
- PMBOK 7 principles, performance domains, value delivery, tailoring and systems thinking are represented.
- Predictive calculations include critical path, float, schedule/cost variance and performance indices.
- Adaptive coverage distinguishes Scrum, Kanban, XP, SAFe, Lean and common flow/feedback artifacts.
- Business-analysis coverage includes roles, needs assessment, elicitation, models, roadmaps, prioritization, traceability, verification, validation and delivery readiness.
- V6 uses a new local-storage namespace, preventing answers from rewritten V5 items from being carried forward.

## Important scope note

This is an independent study tool, not an official PMI exam form. ECO enablers are illustrative rather than exhaustive, and PMI may vary the item mix and presentation format. Current exam administration, eligibility, fees and scheduling should always be checked directly with PMI rather than memorized from static course files.