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. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






2. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.






3. 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






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






5. Technique to evaluate the degree to which data about risks is useful for risk management.






6. Describes how individual requirements meet the business need for the project.






7. Used to identify project and product requirements; some of the techniques used are: Brainstorming - Nominal group technique - The Delphi technique - Idea/mind mapping - and Affinity diagram.






8. Used to solicit proposals from prospective sellers






9. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






10. 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.






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






12. 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.






13. 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.






14. 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.






15. Process of defining and documenting stakeholders' needs to meet the project objectives






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






17. 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






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






19. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






20. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.






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






22. 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






23. Focused sessions that bring key cross-functional stakeholders together to define product requirements






24. Process of defining how to conduct risk management activities for a project.






25. Involves developing a better understanding of the product of the project






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






27. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.






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






29. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






30. 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






31. 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.






32. 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.






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






34. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






35. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.






36. Used to rate or score seller proposals






37. 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






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






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






40. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.






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






42. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






43. 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






44. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica






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






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






47. 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.






48. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.






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






50. 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