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. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






2. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit






3. Also called risk symptoms or warning signs - they are indications that a risk has occurred or is about to occur. They may be discovered in the risk identification process and watched in the risk monitoring and control process.






4. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






5. 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.






6. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.






7. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.






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






9. Process of defining how to conduct risk management activities for a project.






10. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






11. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






12. Process of developing a detailed description of the project and product






13. 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.






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






15. Records of previous project results that can be used to identify risks.






16. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.






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






18. Technique that explores the validity of assumptions basing on which every identified project risk is conceived and developed. It identifies risks to the project from inaccuracy - instability - inconsistency - or incompleteness of assumptions.






19. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews






20. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.






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






22. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.






23. Process of formalizing acceptance of the completed project deliverables






24. Collection of generally sequential project phases.






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






26. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg






27. Documents the characteristics of the product - result - or service which the project is undertaken to create.






28. 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






29. Any modification to the contents of the project plan or the supporting details.






30. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.






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






32. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






33. 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






34. 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.






35. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.






36. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.






37. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






38. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana






39. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.






40. Charts that are used to show positions and relationships in a graphical format.






41. Focused sessions that bring key cross-functional stakeholders together to define product requirements






42. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






43. A modification of a logical relationship that directs a delay in the successor activity.






44. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.






45. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






46. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope






47. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance






48. A formal or informal approach to obtain information from stakeholders by talking to them directly






49. Involves developing a better understanding of the product of the project






50. 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.