PMI CAPM Prep Online

Monte Carlo simulation is used to convert uncertain inputs (such as three-point estimates) into a probabilistic forecast by repeatedly sampling from the modeled uncertainty and generating a distribution of possible project outcomes (for example, finish dates and their likelihoods). Sensitivity analysis examines which variables most influence the outcome, but it does not by itself run iterative simulations to produce an outcome distribution. PERT analysis uses three-point estimates to compute an expected value (often via a weighted average) and variability for activities; it is not primarily the method for running many iterations to produce a full distribution of possible completion dates. Fast tracking is a schedule compression technique (overlapping activities) rather than a probabilistic forecasting method.

Splitting large backlog items into small, end-to-end slices enables the team to complete work within a sprint, demo it at the Sprint Review, and incorporate feedback quickly. This supports more frequent delivery of customer value and faster learning. Increasing the sprint length delays feedback and reduces the opportunity to adapt. Keeping items large and finishing them across multiple sprints reduces the amount of usable value available for review each sprint. Discarding the existing backlog is wasteful and does not directly address the inability to finish work within a sprint.

A power/interest grid is a common stakeholder analysis output used to categorize stakeholders based on their level of authority/influence (power) and their level of concern about the project (interest). This directly supports identifying who could greatly affect the project outcome and how closely they should be managed. The stakeholder register lists stakeholders and key details about them, but the best-fit artifact for explicitly classifying stakeholders by power and interest is the grid used during stakeholder analysis. The communications management plan describes how project communications will be planned and managed, not how stakeholders are categorized by influence. The issue log tracks issues and owners; it is not used to assess stakeholder power or interest.