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Subjects : certifications, capm
Instructions:
  • Answer 50 questions in 15 minutes.
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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. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






2. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






3. Process of obtaining seller responses - selecting a seller - and awarding a contract






4. Helps to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all the other uncertain elements are held at their baseline v






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






6. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.






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






8. 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






9. 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.






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






11. 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






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






13. The process of approximating the number of work periods needed to complete individual activities with estimated resources






14. 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.






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






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






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






18. 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






19. 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






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






21. Charts/ Judgment provided based upon expertise in an application area - knowledge area - discipline - industry - etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education -






22. 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.






23. 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






24. Process of formalizing acceptance of the completed project deliverables






25. 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






26. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






27. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






28. 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






29. Involves immediate corrective or preventive action as a consequence of quality control measurements.






30. The policies - guidelines - or procedures that govern the recruitment of staff.






31. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






32. 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.






33. 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






34. 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






35. 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






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






37. 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






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






39. Considers the characteristics of those prospective staff who are available to join the project team.






40. 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






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






42. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.






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






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






45. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are






46. 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.






47. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






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






49. 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.






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







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