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. 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.






2. 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.






3. 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.






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






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






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






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






8. 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






9. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana






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






11. Includes the processes that organize - manage - and lead the project team.






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






13. A functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th






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






15. 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.






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






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






18. An applicable restriction that will affect the performance of the project/process.






19. 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






20. 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






21. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.






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






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. Effect on project objectives if the risk event occurs.






25. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w






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






27. 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.






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






29. 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.






30. Used to rate or score seller proposals






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






32. 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






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






34. 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






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






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






37. 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






38. Technique that explores the validity of assumptions basing on which every identified project risk is conceived and developed. It identifies risks to the project from inaccuracy - instability - inconsistency - or incompleteness of assumptions.






39. 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






40. 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






41. 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 - knowledg






42. 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






43. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






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






45. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






46. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






47. 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.






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






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






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