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CAPM
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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study here
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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. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Risk
Constraints
Flowcharts
Project Charter
2. 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
Re-baselining
Project Schedule
Project Cost Management
Interviews
3. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Residual Risks
Estimate Costs
Precedence Relationships
Project Selection Methods
4. 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
Bottom-up Estimating
Revised Cost Estimates
Schedule Baseline
Contract Change Control System
5. Collection of generally sequential project phases.
System or Process
Resource Calendar
Project Life Cycle
Staffing Requirements
6. 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.
Decomposition
Perform Quantitative Risk Analysis
Sequence Activities
Attribute Sampling vs. Variables Sampling
7. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Project Procurement Management
Transference
Project Files
Quality Assurance
8. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Program
Matrix Organization
Analogous Estimating / Top-down
Project Plan
9. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers
Resource Leveling
Qualified seller lists
Facilitated Workshops
Prioritized list of quantified risks
10. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result
Control Costs
Plan Communications
Project Files
Focus groups
11. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.
Close procurements
Acquire Project Team
Project Communications Management
Training
12. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Pareto Diagram/ Chart
Control Costs
Identify Stakeholders
Projectized Organization
13. The work that must be done to deliver a product with the specified features and functions
Lessons Learned
Direct costs
Subproject
Project Scope
14. Factors which - for planning purposes - are considered to be true - real or certain.
Organization Chart
Assumptions
Fast Tracking
Re-baselining
15. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Mitigation
Risk Audits
Residual Risks
Project Plan Updates
16. Factors that will limit the project management team's options (e.g. - a predefined budget)
Design of Experiments (DOE)
Analogous Estimating / Top-down
Resource Leveling
Constraints
17. 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
Risk probability
Scope Management Plan
Program Evaluation and Review Technique (PERT)
Project Scope
18. 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
Similarities between Operations and Projects
Status Review Meetings
Mitigation
Prevention vs. Inspections
19. In a projectized organization - most of the organization's resources are involved in project work - and Project Managers have a great deal of independence and authority.
Corrective Action
Process Adjustments
Projectized Organization
Define Activities
20. Records of previous project results that can be used to identify risks.
Information Distribution Methods
Statistical Sampling
Project Files
Administer procurements
21. Process of obtaining seller responses - selecting a seller - and awarding a contract
Quantitatively based durations
Brainstorming
Conduct Procurements
Proposal
22. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Product Scope
Conditional Diagramming Methods
Project Schedule Network Diagrams
Constraints
23. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo
Bid / quotation
Program Evaluation and Review Technique (PERT)
Configuration Management System
Residual Risks
24. 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.
Change Requests
Stakeholder Analysis
Free Float
Life Cycle Costing
25. 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.
Administer procurements
Training
Make-or-buy analysis
Collocation
26. 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
Responsibility Assignment Matrix (RAM)
Inspection
Lead
Project Integration Management
27. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Estimate at Completion (EAC)
Crashing
Secondary Risks
Estimate Costs
28. 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
Responsibility Assignment Matrix (RAM)
Team Development
Source Selection Criteria
Project Cost Management
29. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned
Collocation
Bidder Conferences
Direct costs
Lessons Learned
30. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.
Project Team Directory
Proposals
Contract
Determine Budget
31. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Indirect costs / Overhead costs
Bidder Conferences
Project Cost Management
Project Scope Management
32. Involves developing a better understanding of the product of the project
Project Human Resource Management
Product Analysis
Requirements Traceability Matrix
Work Results
33. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Control Costs
Sequence Activities
Quality Audit
Project Human Resource Management
34. Used to rate or score seller proposals
Source Selection Criteria
Communication Requirements Analysis
Trend Analysis
Cost-reimbursable contracts
35. Processes and procedures developed for the closing or canceling of projects.
Project Closeout
Templates
Project Stakeholders
Project Cost Management
36. Subdivision of project deliverables into smaller - more manageable components
Team Building Activities
Time and Material (T&M) Contracts
Triggers
Decomposition
37. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.
Project Selection Methods
Bid / quotation
Monitor and Control Risks
Constraints
38. 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.
Trend Analysis
Qualified seller lists
Rework
Decomposition
39. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Human Resource Practices
Control Schedule
Proposal
Procurement resources
40. 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
Fast Tracking
Project Selection Methods
Crashing
Attribute Sampling vs. Variables Sampling
41. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Organization Chart
Conditional Diagramming Methods
Tolerances vs. Control limits
Deliverable
42. Process of numerically analyzing the effect of identified risks on overall project objectives.
Project Communications Management
Perform Quantitative Risk Analysis
Status Review Meetings
Program
43. It can include correspondence - memos - meeting minutes - and documents describing the project.
Project Records
Additional Risk Response Planning
Procurement negotiations
Phase Exits/ Stage Gates/ Kill Points
44. 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 audits
Risk
Work Results
Budget Updates
45. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r
Data precision
Earned Value Analysis
Plan Risk Management
Project Risk Management
46. Methods used to distribute information to team members and other stakeholders.
Change Control System
Pareto Diagram/ Chart
Constraints
Information Distribution Methods
47. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Corrective Action
Perform Qualitative Risk Analysis
Manage Stakeholder
Earned Value Analysis
48. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Determine Budget
Risk Categories
Team Development
Qualified seller lists
49. Meetings held to assess project status and/or progress.
Matrix Organization
Conditional Diagramming Methods
Performance Reviews
Communications management plan
50. 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.
Quality Metrics
Triggers
Project Closeout
Quality
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