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Test your basic knowledge |
CAPM
Start Test
Study First
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. Involves developing a better understanding of the product of the project
Project Integration Management
Project Scope Management
Product Analysis
Free Float
2. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.
Buyer-Seller relationship
Procurement file
Quality Audit
Requirements Documentation
3. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Buyer-Seller relationship
Tolerances vs. Control limits
Project Files
Staffing Requirements
4. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.
Fast Tracking
Administer procurements
Program Evaluation and Review Technique (PERT)
Technical performance measurement
5. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be
Total Float
Scope baseline
Documentation Reviews
Prioritized list of quantified risks
6. 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
Organization Breakdown Structure
Cost Management Plan
Qualified seller lists
Functional Organization
7. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.
Information Distribution Methods
Administer procurements
Critical Path Methodology (CPM)
Project Assumption Testing
8. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.
Close procurements
Proposals
Phase Exits/ Stage Gates/ Kill Points
Buyer-Seller relationship
9. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed
Change Control System
Procurement Management Plan
Project Time Management
Focus groups
10. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Risk management policies
Corrective Action
Statistical Sampling
Contract Change Control System
11. Process of formalizing acceptance of the completed project deliverables
Product Description
Simulation
Procurement audits
Verify Scope
12. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Project Scope
Verify Scope
Project Communications Management
Estimate Costs
13. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu
To-Complete Performance Index (TCPI)
Subproject
Estimate at Completion (EAC)
Free Float
14. 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.
Estimate at Completion (EAC)
Lead
Group Creativity Techniques
Lag
15. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Data precision
Lessons Learned
Control Account
Procurement performance reviews
16. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Project Schedule Network Diagrams
Group Decision Making Techniques
Program
Project Closeout
17. A project is a temporary endeavor undertaken to create a unique product - service - or result
Project
Group Decision Making Techniques
Trend Analysis
Lag
18. Determining which risks may affect the project and documenting their characteristics.
Checklists
Regulation
Identify Risks
Project Time Management
19. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.
Project Plan
Lessons Learned
Earned Value Analysis
Team Development
20. A formal procedure for authorizing project work to ensure that work is done by the identified organization at the right time and in proper sequence.
Work Authorization System
Proposals
Recruitment Practices
Stakeholder Analysis
21. The work that must be done to deliver a product with the specified features and functions
Performance Reviews
Checklists
Project Scope
Determine Budget
22. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
Activity List
Quality Audit
Project Scope Management
Performance Reviews
23. Involves immediate corrective or preventive action as a consequence of quality control measurements.
Staffing Requirements
Perform Quality Control
Attribute Sampling vs. Variables Sampling
Process Adjustments
24. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.
Simulation
Expert Judgment
Project Charter
Rework
25. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Cost Management Plan
Project Risk Management
Report Performance
To-Complete Performance Index (TCPI)
26. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Source Selection Criteria
Project Schedule Network Diagrams
Work Breakdown Structure (WBS)
Life Cycle Costing
27. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Requirements Management Plan
Cost-reimbursable contracts
Project Team Directory
Residual Risks
28. Project team must measure itself periodically against the expectations of those outside the project.
Work Results
Procurement audits
Perform Qualitative Risk Analysis
External Feedback
29. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.
Quality Improvement
Team Building Activities
Differences between Operations and Project
Independent estimates
30. Documents how requirements will be analyzed - documented - and managed throughout the project
Risk Categories
Data precision
Analogous Estimating (top-down)
Requirements Management Plan
31. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform
Contingency - Buffer - Reserve
Analogous Estimating (top-down)
Procurement audits
Project Integration Management
32. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.
Project Quality Management
Source Selection Criteria
Re-baselining
Checklists
33. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Procurement Management Plan
Risk
Project Portfolio Management
Sub Network / Fragment Network
34. A table that links requirements to their origin and traces them throughout the project life cycle
Requirements Traceability Matrix
Project Scope Management
Plan Risk Management
System or Process
35. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Bid / quotation
Communications management plan
Tolerances vs. Control limits
Assumptions
36. Meetings held to assess project status and/or progress.
Performance Reviews
Deliverable
Trend Analysis
Configuration Management System
37. 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
Procurement performance reviews
Brainstorming
Control Costs
Project Time Management
38. Effect on project objectives if the risk event occurs.
Plan Procurements
Risk Consequences
Estimate at Completion (EAC)
Procurement performance reviews
39. Special category of revised cost estimates to an approved cost baseline.
Grade
Bid / quotation
Constraints
Prevention vs. Inspections
40. The expected total cost of a schedule activity - a work breakdown structure component - or the project when the defined scope of work will be completed.
Pareto Diagram/ Chart
Deliverable
Project Team Directory
Risk probability
41. Quantities to be performed for each specific category - and can be used to estimate activity durations
Quantitatively based durations
Collocation
Procurement file
Project Selection Methods
42. A schedule compression technique in which phases or activities normally performed in sequence are performed in parallel. Fast tracking often results in rework and increased risk. Fast tracking only works if activities can be overlapped to shorten the
Resource Calendar
Risk management policies
Fast Tracking
Work Results
43. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.
Plan Procurements
Project Procurement Management
Prototypes
Collect Requirements
44. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start
Precedence Relationships
Verify Scope
Product description
Project Team Directory
45. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.
Plan Risk Management
Lead
Forecasting
Project Team Directory
46. Systematic process of planning - identifying - analyzing - responding - and monitoring and controlling project risk. It increases the probability and impact of positive events - and decrease the probability and impact of negative events in the projec
Project Time Management
Constraints
Crashing
Project Risk Management
47. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.
Secondary Risks
Probability and impact matrix
Lead
Project Communications Management
48. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Constraints
Observations
Requirements Documentation
Project Human Resource Management
49. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Quantitatively based durations
Control Account
Earned Value Analysis
Risk probability
50. 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.
Quality Improvement
Revised Cost Estimates
Decision Tree
Perform Qualitative Risk Analysis