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. 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.






2. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






3. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






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






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






6. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






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






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






9. 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.






10. Charts that are used to show positions and relationships in a graphical format.






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






12. 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.






13. Describes the processes required to ensure that the various elements of the project are properly coordinated. It includes developing the project plan - managing the execution of the project plan - monitoring & controlling work - integrating the chang






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






15. Effect on project objectives if the risk event occurs.






16. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.






17. Factors that limit a buyer's options. E.g. - funds availability






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






19. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






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






21. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






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






23. Any modification to the contents of the project plan or the supporting details.






24. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.






25. 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






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






27. 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






28. 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






29. Risks that arise as a direct result of implementing a risk response.






30. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.






31. Describes the processes required to ensure that the project is completed within the approved budget. It includes estimating the cost - determining the budget - and controlling the costs.






32. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.






33. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.






34. 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






35. Allows for probabilistic treatment of both network logic and activity duration estimates






36. 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






37. 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.






38. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.






39. Describes how risk management will be structured and performed on the project.






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






41. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






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






43. 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






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






45. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






46. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






47. Records of previous project results that can be used to identify risks.






48. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






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






50. 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