CAPM Complete Review Guide 2026–2027

4. A project life-cycle phase is a collection of logically related project activities that culminates in the completion of one or more deliverables. Project management process groups are different from project phases. [PMI, Project Life Cycle Phases]
5. Predictive approaches suit well-defined, stable requirements. Iteration revisits work to refine it; increments add capability. Adaptive approaches support learning when requirements are uncertain or changing and feedback is available. [PMI, Project Management Approaches; Burgan & Burgan (2014), Project life cycle, historical author paper hosted by PMI]
6. PMI ethical duties are organized around responsibility, respect, fairness and honesty. Applicability includes certification applicants as well as members, holders and volunteers. [PMI Code of Ethics 2025, sections 1.2,1.4]
7. Take prompt corrective action on discovered errors, protect entrusted confidential information, and disclose qualification gaps before a stretch assignment so stakeholders can decide knowingly. [PMI Code of Ethics 2025, sections 2.2.3,2.2.5,2.2.6]
8. Resource estimates must address skills, quantity, equipment and availability. Duration depends on work, resource capability and calendars; doubling people need not halve duration. [PMI Scheduling 2nd ed.2011, sections 3.2.1.4–5, PDF physical p42 (zero-based index 41)]
9. A sponsor can provide business context, organizational support and escalation beyond delegated project authority. Clarify the actual governance and decisions rather than escalating every issue automatically. [Schibi & Lee (2015), Role / Vision / Governance, PMI-hosted author paper]
10. Stakeholder analysis considers people affected as well as people with influence. Use their expectations and information needs to plan engagement, and revisit the analysis as circumstances change. [Smith (2000), Stakeholder analysis / Stakeholder Analysis Approach, historical author paper hosted by PMI]
11. Closing includes acceptance evidence, procurement obligations, resource release and reusable lessons. Operations needs ownership, training and tools for a workable handover. [Aziz (2015), Project closing / The Orphan Product, historical author paper hosted by PMI]
12. Risk concerns uncertainty with possible positive or negative effects. Separate causes, events and impacts. Identification and review continue throughout delivery. [Lukas & Clare (2011), Introduction / Mistakes 1–3,10, PMI-hosted author paper]
13. The risk management plan describes the method; the risk register records specific risks, analysis, responses and responsibility. Triggers indicate when a planned response is needed; contingency actions specify what to do if the relevant event or condition occurs. [Lukas & Clare (2011), Risk Management Process / Mistakes 7–10, historical author paper hosted by PMI]
14. An effective status meeting has a decision-focused agenda, time allocations, open-item review and actions with owners and dates. Handle routine information through reports where discussion adds no value. [PMI, How to Run a Better Status Meeting (2024), Agenda / Coverage]
15. Affinity diagrams group related ideas. Nominal group technique uses silent idea generation, sharing, clarification and prioritization. A prioritization matrix compares options against agreed criteria. [Lora (2011), Keys to Effective Facilitation / NGT / Affinity / Prioritization Matrix, historical author paper hosted by PMI]
16. A charter formally authorizes the project and resource authority at a high level. The manager may draft it, but an appropriately authorized initiator or sponsor must stand behind approval. A phase transition does not automatically require a new charter. [PMI, Project Charter (2026), What is / Start with authority / Keep alive]
17. An assumption is taken as given for planning; a constraint sets a limit. Make each visible so the sponsor and team can check its effect rather than treating an unconfirmed premise as a guaranteed fact. [PMI, Project Charter (2026), Core elements]
18. Leadership builds direction, trust and motivation; management organizes resources, budgets, responsibilities and controls. Project work needs a balance of both, and leadership does not arise from a title alone. [Saladis (2014), The Balance Between Leader and Manager, PMI-hosted author paper]
19. Deliverables enable benefits but do not prove that benefits have been realized. Define the intended value, metrics, assumptions, timing, dependencies and accountable owners in a benefits realization plan. [PMI Benefits Realization Management Framework (2016), Glossary / Identify, PDF pp2–3]
20. Benefits can continue after project closure. Transfer capabilities to operational owners, monitor actual results against targets and respond through the agreed tolerances and change process. [PMI BRM Framework (2016), Sustain, PDF p5]

Common mistakes in this chapter

• ✕ Disclosure alone does not authorize continued participation in a conflicted decision.
• ✕ A meeting ending on time does not prove its decision or follow-up was achieved.
• ✕ Risk responses include strategies besides mitigation. After a response is implemented, reassess the remaining exposure and continue monitoring where needed; implementation alone is not proof that a risk has disappeared.
• ✕ Available headcount is different from available qualified capacity.