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. 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.






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






3. 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






4. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






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






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






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






8. For many procurement items - the procuring organization may elect to either prepare its own independent estimate - or have an estimate of costs prepared by an outside professional estimator - to serve as a benchmark on proposed responses.






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






10. 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.






11. 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.






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






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






14. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.






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






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






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






18. The policies - guidelines - or procedures that govern the recruitment of staff.






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






20. 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






21. 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






22. 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






23. 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






24. A modification of a logical relationship that directs a delay in the successor activity.






25. Collection of generally sequential project phases.






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






27. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






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






29. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






30. Bring together prequalified stakeholders and subject matter experts to learn about their expectations and attitudes about a proposed product - service - or result






31. 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






32. Factors which - for planning purposes - are considered to be true - real or certain.






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






34. 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.






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






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






37. Process of obtaining seller responses - selecting a seller - and awarding a contract






38. A schedule network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network - and to determine the minimum total project duration. Early start and finish dates are calc






39. 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






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






41. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg






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






43. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.






44. Process of identifying the specific actions to be performed to produce the project deliverables.






45. 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.






46. 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.






47. 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






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






49. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.






50. 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