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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.
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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. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






2. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






3. It consists of tools and techniques used to gather - integrate and disseminate the outputs of project management processes. Supports all aspects of the project from initiating through closing - and can include both manual and automated systems.






4. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






5. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






6. List of risks includes those that pose the greatest threat or present the greatest opportunity to the project together with a measure of their impact.






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






8. Outcome of activities performed to accomplish the project.






9. 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.






10. A -specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.






11. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.






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






13. 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.






14. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






15. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance






16. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






17. 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.






18. 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






19. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co






20. Process of developing a detailed description of the project and product






21. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu






22. Collection of generally sequential project phases.






23. 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






24. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.






25. 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.






26. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






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






28. 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






29. 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.






30. 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.






31. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






32. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start






33. Special category of revised cost estimates to an approved cost baseline.






34. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






35. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.






36. 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.






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






38. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.






39. Involves setting a fixed total price for a defined product or service to be provided.






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






41. Features or services that characterize a product - result - or service






42. Process of formalizing acceptance of the completed project deliverables






43. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






44. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






45. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






46. 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.






47. 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






48. 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






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






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







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