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 approximating the number of work periods needed to complete individual activities with estimated resources






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






3. An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters - such as scope - cost - budget - and duration. An example for the cost parameter is multiplying






4. 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






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






6. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.






7. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.






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






9. 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






10. 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.






11. Describes the processes required to ensure that the project satisfies the needs for which it is undertaken. It includes quality planning - performing quality assurance and control.






12. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






13. Processes and procedures developed for the closing or canceling of projects.






14. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






15. A project is a temporary endeavor undertaken to create a unique product - service - or result






16. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This






17. Any numbering system used to uniquely identify each component of the work breakdown structure.






18. Process of formally authorizing a new project or the next phase of an existing project; links the project to the ongoing work of the performing organization






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






20. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






21. 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






22. Changing the project management plan to eliminate the threat entirely.






23. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.






24. Quantities to be performed for each specific category - and can be used to estimate activity durations






25. 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






26. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.






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






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






29. 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






30. 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.






31. The document that sets out the format and establishes the activities and criteria for planning - structuring - and controlling the project costs. The cost management plan is contained in - or is a subsidiary plan of - the project management plan.






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






33. Factors that will limit the project management team's options (e.g. - a predefined budget)






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






35. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project






36. Modifications to the cost estimation prepared for the project






37. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






38. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.






39. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






40. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.






41. Any numbering system used to uniquely identify each component of the work breakdown structure.






42. 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






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






44. The work that must be done to deliver a product with the specified features and functions






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






46. 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






47. Describes the processes required to ensure that the various elements of the project are properly coordinated. It includes developing the project plan - managing the execution of the project plan - monitoring & controlling work - integrating the chang






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






49. Technologies or methods to transfer information among project stakeholders.






50. Methods used to distribute information to team members and other stakeholders.