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






2. 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






3. 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






4. 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






5. 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






6. Generally used when considerations like technical approach and technical skills are paramount in source selection






7. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






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






9. 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.






10. A schedule network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network - and to determine the minimum total project duration. Early start and finish dates are calc






11. 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.






12. Describes the need - justification - requirements - and current boundaries for the project.






13. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






14. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold






15. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.






16. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o






17. Determining which risks may affect the project and documenting their characteristics.






18. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.






19. 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






20. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






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






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






23. 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.






24. Subdivision of project deliverables into smaller - more manageable components






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






26. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






27. 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






28. 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.






29. 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






30. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






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






32. 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.






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






34. 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






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






36. 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.






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






38. 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.






39. Effect on project objectives if the risk event occurs.






40. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.






41. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.






42. Terms used when the source selection decision will be based on price






43. A method of estimating a component of work. The work is decomposed into more detail. An estimate is prepared of what is needed to meet the requirements of each of the lower - more detailed pieces of work. These estimates are then aggregated into a to






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






45. Special category of revised cost estimates to an approved cost baseline.






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






47. 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






48. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






49. Provide a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail and contributes to the effectiveness and quality of the Identify Risks process. They include categories like technical - exte






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