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Test your basic knowledge |
CAPM
Start Test
Study First
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. 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
Direct costs
Expert Judgment
Parametric Estimating
Responsibility Assignment Matrix (RAM)
2. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Residual Risks
Scope Change Control System
Project Team Directory
Project Planning Methodology
3. Factors which - for planning purposes - are considered to be true - real or certain.
Assumptions
Project Scope Management
Identify Stakeholders
Responsibility Assignment Matrix (RAM)
4. 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.
Organization Chart
Constraints
Tolerances vs. Control limits
Administer procurements
5. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Project Risk Management
Formal acceptance and closure
Scope Change Control System
Plan Quality
6. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.
Time and Material (T&M) Contracts
Risk Audits
Prevention vs. Inspections
Project Risk Management
7. 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
Simulation
Administer procurements
Staffing Pool Description
Fast Tracking
8. 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.
Procurement performance reviews
Monitor and Control Risks
Prioritized list of quantified risks
Collect Requirements
9. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity
Project Selection Methods
Estimate Activity Resources
Risk Register
Project Schedule Network Diagrams
10. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.
Scope Statement
Project Stakeholders
Define Activities
Plan Procurements
11. 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.
Project Selection Methods
Organization Breakdown Structure
Project Plan
Formal acceptance and closure
12. A documented list of project team members - their project roles - and communication information.
Project Team Directory
Program Evaluation and Review Technique (PERT)
Quantitatively based durations
Control Schedule
13. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Project Files
Prioritized list of quantified risks
Cost-reimbursable contracts
Procurement negotiations
14. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.
Control Schedule
Program Evaluation and Review Technique (PERT)
Procurement resources
Scope Management Plan
15. 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.
Constraints
Data Precision Ranking
Project Procurement Management
Grade
16. 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
Triggers
Qualified seller lists
Risk probability
Bid / quotation
17. Documents how requirements will be analyzed - documented - and managed throughout the project
Statistical Sampling
Project Communications Management
Procurement audits
Requirements Management Plan
18. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule
Time and Material (T&M) Contracts
Sequence Activities
Develop Schedule
Constraints
19. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.
Forecasting
Sequence Activities
Procurement negotiations
Project Schedule
20. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.
Re-baselining
Perform Quantitative Risk Analysis
Control Schedule
Training
21. Processes and procedures developed for the closing or canceling of projects.
Define Activities
Stakeholder register
Inspection
Project Files
22. 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
Bottom-up Estimating
Work Results
Procurement Statements of Work (SOW)
Deliverable
23. 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.
Subproject
Procurement Documents
Staffing Pool Description
Project Files
24. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Regulation
Mitigation
Proposals
Control Scope
25. 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
Fixed- price contracts
Project Schedule Network Diagrams
Communications management plan
Project Planning Methodology
26. 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
Functional Organization
Flowcharts
Estimate to Complete (ETC)
Stakeholder register
27. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Team Building Activities
Quality Metrics
Plan Communications
Time and Material (T&M) Contracts
28. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Estimate Activity Durations
Work Results
Project Management
Bottom-up Estimating
29. 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
Control Scope
Risk Audits
Conditional Diagramming Methods
Communication Requirements Analysis
30. 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.
Monitor and Control Risks
Phase Exits/ Stage Gates/ Kill Points
Control Costs
Attribute Sampling vs. Variables Sampling
31. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define
Contingency - Buffer - Reserve
Time and Material (T&M) Contracts
Free Float
Scope Change Control System
32. Changing the project management plan to eliminate the threat entirely.
Avoidance
Status Review Meetings
Project Integration Management
Similarities between Operations and Projects
33. 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
Project Communications Management
Project Plan Updates
Human Resource Practices
Critical Path Methodology (CPM)
34. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Scope Change Control System
Code of Accounts
Revised Cost Estimates
Report Performance
35. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Technical performance measurement
Project Quality Management
Responsibility Assignment Matrix (RAM)
Control Account
36. 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.
Independent estimates
Data Precision Ranking
Benchmarking
Pareto Diagram/ Chart
37. Charts that are used to show positions and relationships in a graphical format.
Organization Chart
Quality Audit
Subproject
Project Scope Management
38. 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.
Schedule Baseline
Schedule Compression
Assumptions Analysis
Plan Communications
39. 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
Corrective Action
External Dependencies
Project
Crashing
40. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Requirements Traceability Matrix
Observations
Forecasting
Parametric Estimating
41. 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
Distribute Information
Source Selection Criteria
Analogous Estimating / Top-down
Develop Human Resource Plan
42. 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.
Procurement file
Project Cost Management
Stakeholder register
Project Quality Management
43. Special category of revised cost estimates to an approved cost baseline.
Tolerances vs. Control limits
External Feedback
Product Description
Budget Updates
44. Subdivision of project deliverables into smaller - more manageable components
Procurement resources
Training
Control Scope
Decomposition
45. 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.
Quality Management Plan
Cost Management Plan
Contingency - Buffer - Reserve
Monitor and Control Risks
46. 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
Risk Management Plan
Close procurements
Performance Reviews
Benchmarking
47. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Plan Quality
Facilitated Workshops
Control Costs
Differences between Operations and Project
48. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance
Team Building Activities
Requirements Documentation
Free Float
Similarities between Operations and Projects
49. 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.
Resource Leveling
Similarities between Operations and Projects
Project Schedule
Life Cycle Costing
50. A table that links requirements to their origin and traces them throughout the project life cycle
Requirements Traceability Matrix
Mathematical Analysis
Procurement audits
Re-baselining