SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
Test your basic knowledge |
CAPM
Start Test
Study First
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. 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
Sub Network / Fragment Network
Project Plan
Determine Budget
Procurement audits
2. 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
Perform Quantitative Risk Analysis
Constraints
Communications management plan
Matrix Organization
3. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched
Requirements Documentation
Project Time Management
Risk probability
Acceptance
4. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.
Quality Assurance
Simulation
Assumptions Analysis
Flowcharts
5. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.
Project Life Cycle
Risk Categories
Mitigation
Probabilistic Analysis of the project
6. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.
Differences between Operations and Project
Plan Risk Management
Schedule Baseline
Formal acceptance and closure
7. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline
Work Breakdown Structure (WBS)
Organization Chart
Control Schedule
Staffing Pool Description
8. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.
Status Review Meetings
Prioritized list of quantified risks
Earned Value Analysis
Re-baselining
9. Includes the processes that organize - manage - and lead the project team.
Project Human Resource Management
Work Authorization System
Assumptions
Mathematical Analysis
10. Effect on project objectives if the risk event occurs.
Project Human Resource Management
Risk Consequences
Acceptance
Critical Path Methodology (CPM)
11. A modification of a logical relationship that directs a delay in the successor activity.
Scope Change Control System
Lag
Project Team Directory
Mathematical Analysis
12. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.
Plan Communications
Stakeholder Analysis
Project Human Resource Management
Administer procurements
13. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.
Prototypes
Estimate to Complete (ETC)
Quantitatively based durations
Earned Value Analysis
14. 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
Quality Assurance
Root Cause Analysis
Project Planning Methodology
Flowcharts
15. 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
Workaround plans
Critical Path Method
Procurement resources
Project Management
16. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Cost-reimbursable contracts
Trend Analysis
Statistical Sampling
Estimate Activity Resources
17. Considers the characteristics of those prospective staff who are available to join the project team.
Staffing Pool Description
Phase Exits/ Stage Gates/ Kill Points
Acceptance
Estimate Activity Durations
18. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o
Project Team Directory
Project Files
Project Scope Management
Checklists
19. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Project Procurement Management
Project Records
Budget Updates
Conditional Diagramming Methods
20. Modifications to the cost estimation prepared for the project
Scope baseline
Perform Quality Control
Resource Pool Descriptions
Project Risk Management
21. Process of identifying the specific actions to be performed to produce the project deliverables.
Close procurements
Define Activities
Conditional Diagramming Methods
Project Portfolio Management
22. 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
Program Evaluation and Review Technique (PERT)
Risk Categories
Human Resource Practices
Decomposition
23. Process of numerically analyzing the effect of identified risks on overall project objectives.
Graphical Evaluation and Review Technique (GERT)
Scope Changes
Performance Reviews
Perform Quantitative Risk Analysis
24. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.
Project Assumption Testing
Corrective Action
Project Human Resource Management
Deliverable
25. The policies - guidelines - or procedures that govern the recruitment of staff.
Flowcharts
Constraints
Recruitment Practices
Project Plan Updates
26. 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
Flowcharts
Requirements Traceability Matrix
Procurement Statements of Work (SOW)
Lessons Learned
27. Meetings held to assess project status and/or progress.
Performance Reviews
Simulation
Project Communications Management
Avoidance
28. 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.
Mathematical Analysis
Lead
Projectized Organization
Identify Risks
29. 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.
Make-or-buy analysis
Mandatory Dependencies (or Hard Logic)
Additional Risk Response Planning
Project Closeout
30. Risks that arise as a direct result of implementing a risk response.
Project Management
Secondary Risks
Estimate Activity Resources
Direct costs
31. 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
Expert Judgment
Formal acceptance and closure
Communication Requirements Analysis
Plan Communications
32. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Prevention vs. Inspections
Bidder Conferences
Control Account
Procurement Documents
33. Collection of generally sequential project phases.
Flowcharts
Estimate Activity Resources
Communications management plan
Project Life Cycle
34. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.
Revised Cost Estimates
Checklists
Cost Performance Baseline
Corrective Action
35. 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
Project Life Cycle
Critical Path Methodology (CPM)
Risk Consequences
Qualified seller lists
36. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.
Project Planning Methodology
Prototypes
Product Scope
Configuration Management System
37. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.
Requirements Documentation
Product Analysis
Lead
Sub Network / Fragment Network
38. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con
Project Schedule
Procurement negotiations
Project Selection Methods
Project Portfolio Management
39. 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
Staffing Pool Description
Functional Organization
Verify Scope
Subproject
40. 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
Source Selection Criteria
Report Performance
Similarities between Operations and Projects
Project Human Resource Management
41. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Contract Change Control System
Control Account
Requirements Traceability Matrix
Deliverable
42. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.
Risk management policies
Work Breakdown Structure (WBS)
Assumptions
Documentation Reviews
43. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Sensitivity Analysis
Work Results
Information Distribution Methods
Project Quality Management
44. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be
Activity List
Project Quality Management
Total Float
Attribute Sampling vs. Variables Sampling
45. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Constraints
Scope Statement
Similarities between Operations and Projects
Analogous Estimating / Top-down
46. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.
Source Selection Criteria
Analogous Estimating (top-down)
Proposals
Project Human Resource Management
47. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.
Secondary Risks
Direct costs
Project Communications Management
Collocation
48. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Project Assumption Testing
Control Charts
Control Costs
Monitor and Control Risks
49. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.
Buyer-Seller relationship
Project Life Cycle
Focus groups
Acceptance
50. 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
Resource Calendar
Similarities between Operations and Projects
Risk Database
Data precision