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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. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.
Procurement Statements of Work (SOW)
Program Evaluation and Review Technique (PERT)
Estimate to Complete (ETC)
Project Assumption Testing
2. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline
Control Schedule
Project Quality Management
Project Human Resource Management
Project Scope Management
3. 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
Source Selection Criteria
Precedence Relationships
Phase Exits/ Stage Gates/ Kill Points
Project Scope Management
4. 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
Work Results
Change Requests
Mandatory Dependencies (or Hard Logic)
Time and Material (T&M) Contracts
5. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Close procurements
Sensitivity Analysis
Residual Risks
Quality Assurance
6. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Project Plan Updates
Corrective Action
Brainstorming
Similarities between Operations and Projects
7. Quantities to be performed for each specific category - and can be used to estimate activity durations
Close procurements
Subproject
Grade
Quantitatively based durations
8. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.
Decision Tree
Root Cause Analysis
Change Requests
Flowcharts
9. An applicable restriction that will affect the performance of the project/process.
Contract Change Control System
Constraints
Quality Improvement
Cost Performance Baseline
10. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w
Product Scope
Scope baseline
Staffing Requirements
Communication Requirements Analysis
11. Structured review of the procurement process originating from the Plan Procurements process through Administer Procurements process. Objective is to identify successes and failures that warrant recognition in the preparation or administration of othe
Procurement performance reviews
Procurement audits
Project Files
Bidder Conferences
12. 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
Documentation Reviews
Resource Leveling
Control Charts
13. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.
Qualified seller lists
Product Analysis
Sub Network / Fragment Network
Control Costs
14. 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
Sequence Activities
Fast Tracking
Assumptions
Assumptions Analysis
15. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Coding Structure
Develop Schedule
External Feedback
Assumptions
16. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Project Charter
Quality Assurance
Estimate to Complete (ETC)
Quality Improvement
17. Describes how risk management will be structured and performed on the project.
Risk Management Plan
Resource Calendar
Bottom-up Estimating
Quality Audit
18. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Recruitment Practices
Close procurements
Deliverable
Project Quality Management
19. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Project Portfolio Management
Control Costs
Checklists
Plan Procurements
20. Describes how individual requirements meet the business need for the project.
Team Development
Similarities between Operations and Projects
Analogous Estimating / Top-down
Requirements Documentation
21. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Procurement Documents
Work Results
Schedule updates
Project Charter
22. A calendar of working days and non- working days that determines those dates on which each specific resource is ideal or can be active; typically defines the resource specific holidays and resource availability periods; the calendars that specify whe
Corrective Action
Project Communications Management
Resource Calendar
Lessons Learned
23. 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.
Bidder Conferences
Project Portfolio Management
Plan Risk Management
Direct costs
24. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Change Requests
Mathematical Analysis
Facilitated Workshops
Procurement Documents
25. Process of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.
Contingency - Buffer - Reserve
Sequence Activities
Project Human Resource Management
Data precision
26. Any modification to the agreed upon project scope as defined by the approved WBS
Assumptions
Deliverable
Information Distribution Methods
Scope Changes
27. Changing the project management plan to eliminate the threat entirely.
Avoidance
Recruitment Practices
Project Selection Methods
Estimate at Completion (EAC)
28. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.
Additional Risk Response Planning
Control Schedule
Identify Stakeholders
Quantitatively based durations
29. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve
Cost Performance Baseline
Project Selection Methods
Decomposition
Checklists
30. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje
Team Development
Procurement resources
Triggers
Plan Procurements
31. Effect on project objectives if the risk event occurs.
Proposal
Risk Consequences
Procurement Statements of Work (SOW)
Similarities between Operations and Projects
32. This is done to take care of risks that were not identified in the risk response plan - or their impact on objectives is greater than expected.
Corrective Action
Additional Risk Response Planning
Project Stakeholders
Procurement audits
33. Defines the process by which the procurement can be modified. It includes paperwork - tracking systems - dispute resolution procedures - and approval levels necessary for authorizing changes.
Critical Path Methodology (CPM)
Life Cycle Costing
Source Selection Criteria
Contract Change Control System
34. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Organizational Policies
Control Costs
Procurement performance reviews
Change Requests
35. Risks that arise as a direct result of implementing a risk response.
Time and Material (T&M) Contracts
Precedence Relationships
Quality Management Plan
Secondary Risks
36. Process of defining how to conduct risk management activities for a project.
Process Adjustments
Plan Risk Management
Subproject
Proposals
37. List of risks includes those that pose the greatest threat or present the greatest opportunity to the project together with a measure of their impact.
Differences between Operations and Project
Prioritized list of quantified risks
Fast Tracking
Procurement Management Plan
38. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further details on what types of risk are meant to be mitigated.
Root Cause Analysis
Crashing
Contingency - Buffer - Reserve
Project Risk Management
39. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.
Scope Management Plan
Communications management plan
Subproject
Graphical Evaluation and Review Technique (GERT)
40. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Work Results
Project Files
Conditional Diagramming Methods
Resource Leveling
41. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Change Control System
Checklists
Project Cost Management
Project Selection Methods
42. Special category of revised cost estimates to an approved cost baseline.
Scope Statement
Prevention vs. Inspections
Stakeholder Analysis
Risk Categories
43. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.
Schedule Compression
Source Selection Criteria
Control Schedule
Resource Pool Descriptions
44. Any numbering system used to uniquely identify each component of the work breakdown structure.
Schedule updates
Project Planning Methodology
Quality Policy
Bidder Conferences
45. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity
Procurement performance reviews
Estimate Activity Resources
Develop Human Resource Plan
Buyer-Seller relationship
46. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Independent estimates
Earned Value Analysis
Residual Risks
Project Files
47. 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.
Facilitated Workshops
Project Plan
System or Process
Independent estimates
48. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.
Lead
Schedule updates
Team Building Activities
Constraints
49. Processes and procedures developed for the closing or canceling of projects.
Precedence Relationships
Mathematical Analysis
Inspection
Project Communications Management
50. 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
Sensitivity Analysis
Risk Categories
Project Communications Management
Resource Calendar