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CAPM
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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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. 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
Root Cause Analysis
Scope Management Plan
Project Risk Management
Project Files
2. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Project Records
Brainstorming
Tolerances vs. Control limits
Prototypes
3. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Verify Scope
Change Control System
Resource Leveling
Cost Performance Baseline
4. 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.
Probability and impact matrix
Attribute Sampling vs. Variables Sampling
Formal acceptance and closure
Sequence Activities
5. Factors that limit a buyer's options. E.g. - funds availability
Contingency - Buffer - Reserve
Constraints
Monitor and Control Risks
Cost-reimbursable contracts
6. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.
Inspection
Procurement negotiations
Project Assumption Testing
Analogous Estimating (top-down)
7. Involves immediate corrective or preventive action as a consequence of quality control measurements.
Process Adjustments
Group Creativity Techniques
Critical Path Method
Project Integration Management
8. Factors that - for planning purposes - will be considered true - real or certain.
Assumptions
Free Float
Benchmarking
Pareto Diagram/ Chart
9. 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.
Group Creativity Techniques
Communication Requirements Analysis
Quality
Plan Risk Responses
10. Process of numerically analyzing the effect of identified risks on overall project objectives.
Perform Quantitative Risk Analysis
Stakeholder register
Observations
Grade
11. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.
Process Adjustments
Develop Human Resource Plan
Functional Organization
Checklists
12. 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.
Projectized Organization
Team Development
Project Procurement Management
Project Quality Management
13. Process of defining and documenting stakeholders' needs to meet the project objectives
Organization Breakdown Structure
Collect Requirements
Sensitivity Analysis
Procurement Management Plan
14. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Staffing Requirements
Quality
Project Plan Updates
Project Schedule Network Diagrams
15. 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
Bidder Conferences
Identify Risks
Sequence Activities
Checklists
16. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.
Collect Requirements
Status Review Meetings
Project Management
Performance Reports
17. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson
Risk Database
Precedence Relationships
Project Scope Management
Independent estimates
18. 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.
Distribute Information
Plan Quality
Project Selection Methods
Bidder Conferences
19. Meetings held to assess project status and/or progress.
Checklists
Critical Path Methodology (CPM)
Estimate Costs
Performance Reviews
20. The document that sets out the format and establishes the activities and criteria for planning - structuring - and controlling the project costs. The cost management plan is contained in - or is a subsidiary plan of - the project management plan.
Training
Trend Analysis
Cost Management Plan
Resource Calendar
21. 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.
Assumptions
Make-or-buy analysis
Change Requests
Simulation
22. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.
Quality Policy
Plan Quality
Constraints
Mitigation
23. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Plan Quality
Staffing Pool Description
Project Management Information Systems (PMIS)
Forecasting
24. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Scope Changes
Control Charts
Quality Management Plan
Observations
25. Process of redefining the cost performance/schedule/performance measurement/technical baseline. If cost variances are severe - re-baselining is needed to provide a realistic measure of performance.
Information Distribution Methods
Re-baselining
Control Account
Technical performance measurement
26. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.
Workaround plans
Project Risk Management
Fixed- price contracts
Training
27. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are
Assumptions Analysis
Residual Risks
Simulation
Recruitment Practices
28. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Corrective Action
Focus groups
Quality Audit
Matrix Organization
29. A formal or informal approach to obtain information from stakeholders by talking to them directly
Plan Risk Responses
Workaround plans
Re-baselining
Interviews
30. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.
Deliverable
Resource Calendar
Control Scope
Administer procurements
31. Process of identifying the specific actions to be performed to produce the project deliverables.
Project Team Directory
Define Activities
Report Performance
Qualified seller lists
32. 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.
Process Adjustments
Procurement performance reviews
Quality Assurance
Critical Path Method
33. Describes the processes required to ensure that the project satisfies the needs for which it is undertaken. It includes quality planning - performing quality assurance and control.
Cost Management Plan
Project Quality Management
Work Results
Decision Tree
34. 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
Mitigation
Project Schedule
Project Risk Management
Functional Organization
35. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Risk Register
Procurement Documents
Procurement file
Checklists
36. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Group Decision Making Techniques
Quality Management Plan
Graphical Evaluation and Review Technique (GERT)
Performance Reviews
37. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Project Assumption Testing
Formal acceptance and closure
Estimate Activity Durations
Cost-reimbursable contracts
38. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline
Plan Risk Responses
Decomposition
Control Schedule
Mitigation
39. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Tolerances vs. Control limits
Procurement resources
Risk
Residual Risks
40. 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
Project Plan
Manage Stakeholder
Risk Database
Fast Tracking
41. 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
Stakeholder Analysis
Prevention vs. Inspections
Constraints
Design of Experiments (DOE)
42. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Make-or-buy analysis
Resource Pool Descriptions
Define Scope
Risk Database
43. A modification of a logical relationship that directs a delay in the successor activity.
Lag
Contingency - Buffer - Reserve
Subproject
Scope Statement
44. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o
Acquire Project Team
Organization Breakdown Structure
Proposals
Benchmarking
45. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Coding Structure
Project Quality Management
Monitor and Control Risks
Formal acceptance and closure
46. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Bid / quotation
Estimate Activity Resources
Control Schedule
Templates
47. 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
Grade
Qualified seller lists
Budget Updates
Status Review Meetings
48. The policies - guidelines - or procedures that govern the recruitment of staff.
Recruitment Practices
Risk Database
Product Scope
Develop Human Resource Plan
49. 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.
Acceptance
Quality Assurance
Requirements Traceability Matrix
Acquire Project Team
50. 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
Project Closeout
Procurement audits
Assumptions Analysis
Observations
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