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






2. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






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






4. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the






5. 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






6. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.






7. 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






8. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing only works for activities where additional resources will shorte






9. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje






10. 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






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






12. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.






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






14. 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.






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






16. 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.






17. 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






18. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope






19. 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






20. 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.






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






22. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.






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






24. 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.






25. Modifications to the cost estimation prepared for the project






26. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This






27. 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






28. Modifications to the cost estimation prepared for the project






29. Any modification to the agreed upon project scope as defined by the approved WBS






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






31. 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






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






33. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






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






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






36. 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






37. Process of defining how to conduct risk management activities for a project.






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






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






40. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.






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






42. 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.






43. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.






44. A subsequent phase of a project is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking






45. Changing the project management plan to eliminate the threat entirely.






46. 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






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






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






49. 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






50. 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.