Test your basic knowledge |

Subjects : certifications, capm
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define






2. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.






3. Documents how requirements will be analyzed - documented - and managed throughout the project






4. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.






5. Features or services that characterize a product - result - or service






6. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. Root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action - Helps ide






7. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






8. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






9. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






10. Factors that - for planning purposes - will be considered true - real or certain.






11. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






12. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files






13. Factors which - for planning purposes - are considered to be true - real or certain.






14. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac






15. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity






16. The process of determining project stakeholders' information needs and defining a communication approach.






17. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






18. Factors that limit a buyer's options. E.g. - funds availability






19. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.






20. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






21. Collection of generally sequential project phases.






22. A functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th






23. In a projectized organization - most of the organization's resources are involved in project work - and Project Managers have a great deal of independence and authority.






24. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






25. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






26. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






27. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo






28. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the






29. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.






30. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






31. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






32. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






33. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.






34. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.






35. Broader view of Project Cost Management - whereby other than project costs - we consider the effect of project decisions on the cost of using the project's product.






36. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






37. The policies - guidelines - or procedures that govern the recruitment of staff.






38. A subsequent phase of a project is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking






39. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.






40. Meetings held to assess project status and/or progress.






41. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






42. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






43. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






44. Risks that arise as a direct result of implementing a risk response.






45. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co






46. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si






47. Used to identify project and product requirements; some of the techniques used are: Brainstorming - Nominal group technique - The Delphi technique - Idea/mind mapping - and Affinity diagram.






48. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing only works for activities where additional resources will shorte






49. A documented list of project team members - their project roles - and communication information.






50. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.