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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. 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.
Root Cause Analysis
Risk
Project Cost Management
Organization Chart
2. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.
Pareto Diagram/ Chart
Assumptions Analysis
Residual Risks
Acquire Project Team
3. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Prevention vs. Inspections
Procurement resources
Risk Register
Resource Pool Descriptions
4. Documents how requirements will be analyzed - documented - and managed throughout the project
Project Communications Management
Project Scope Management
Change Requests
Requirements Management Plan
5. Special category of revised cost estimates to an approved cost baseline.
Project Scope Management
Prevention vs. Inspections
Estimate to Complete (ETC)
Constraints
6. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.
Project Scope Management
Differences between Operations and Project
Project
Staffing Pool Description
7. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Develop Schedule
Rework
Phase Exits/ Stage Gates/ Kill Points
Project Files
8. Defines the procedures by which project scope can be changed; includes paperwork - tracking systems and approval levels necessary for authorizing changes.
Work Breakdown Structure (WBS)
Scope Change Control System
Buyer-Seller relationship
Critical Path Methodology (CPM)
9. Process of defining and documenting stakeholders' needs to meet the project objectives
Collect Requirements
Indirect costs / Overhead costs
Change Requests
Control Scope
10. 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
Quality Metrics
Communications management plan
Risk Management Plan
Control Schedule
11. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.
Project Closeout
Critical Path Method
Re-baselining
Procurement Statements of Work (SOW)
12. Collection of generally sequential project phases.
Constraints
Project Human Resource Management
Focus groups
Project Life Cycle
13. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.
Earned Value Analysis
Training
Contingency - Buffer - Reserve
Indirect costs / Overhead costs
14. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Critical Path Method
Quality Assurance
Project Risk Management
Estimate Costs
15. Meetings held to assess project status and/or progress.
Status Review Meetings
Pareto Diagram/ Chart
Performance Reviews
Schedule Compression
16. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Avoidance
Determine Budget
Decomposition
Bid / quotation
17. 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
Budget Updates
Crashing
Cost Performance Baseline
Scope Changes
18. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Communications management plan
Graphical Evaluation and Review Technique (GERT)
Procurement audits
Resource Leveling
19. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance
Quality
Resource Pool Descriptions
Independent estimates
Team Building Activities
20. Subdivision of project deliverables into smaller - more manageable components
Acquire Project Team
Decomposition
Contingency - Buffer - Reserve
Communications management plan
21. Includes the processes that organize - manage - and lead the project team.
Coding Structure
Procurement file
Project Human Resource Management
Functional Organization
22. A project is a temporary endeavor undertaken to create a unique product - service - or result
Lag
Perform Qualitative Risk Analysis
Project
Brainstorming
23. 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.
Life Cycle Costing
Lessons Learned
Deliverable
Recruitment Practices
24. 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.
Scope baseline
Project Scope Management
Program
Project Plan
25. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Collocation
Organization Breakdown Structure
Mitigation
Plan Risk Responses
26. Expectations The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur. Project manager applies appropriate interpersonal skills to manage stakeholder expectations - for example - by building t
Make-or-buy analysis
Manage Stakeholder
Program
Change Control System
27. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).
Direct costs
Matrix Organization
Project Management
Verify Scope
28. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.
Plan Procurements
Corrective Action
Formal acceptance and closure
Decomposition
29. Reduce the probability and/or consequence of an adverse risk event to be within acceptable threshold limits.
Mitigation
Control Scope
Attribute Sampling vs. Variables Sampling
Product Scope
30. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.
Project Risk Management
Grade
Buyer-Seller relationship
Group Decision Making Techniques
31. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.
Performance Reports
Residual Risks
Team Development
Control Costs
32. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Constraints
Organizational Policies
Administer procurements
Plan Quality
33. 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.
Scope Statement
Data Precision Ranking
Risk management policies
Assumptions Analysis
34. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.
Differences between Operations and Project
Attribute Sampling vs. Variables Sampling
Workaround plans
Procurement Management Plan
35. 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.
Team Development
Pareto Diagram/ Chart
Assumptions
Schedule Compression
36. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Control Schedule
Control Costs
Project Management
Observations
37. Approved modifications to the project schedule that are used to manage the project
Work Breakdown Structure (WBS)
Buyer-Seller relationship
Schedule updates
Constraints
38. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si
Contingency - Buffer - Reserve
Matrix Organization
Technical performance measurement
Project Cost Management
39. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Statistical Sampling
Schedule Baseline
Functional Organization
Plan Risk Management
40. 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.
Parametric Estimating
Contingency - Buffer - Reserve
Cost-reimbursable contracts
Quality Management Plan
41. Modifications to the cost estimation prepared for the project
Project Team Directory
Revised Cost Estimates
Flowcharts
Identify Stakeholders
42. Used to rate or score seller proposals
Fixed- price contracts
Source Selection Criteria
Contract
Schedule Compression
43. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Scope Statement
Regulation
Residual Risks
Tolerances vs. Control limits
44. Describes how risk management will be structured and performed on the project.
Risk Management Plan
Program Evaluation and Review Technique (PERT)
Tolerances vs. Control limits
Residual Risks
45. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Resource Pool Descriptions
Project Human Resource Management
Inspection
Trend Analysis
46. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Lag
Communication Requirements Analysis
Matrix Organization
Project Management
47. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Program
Rework
System or Process
Project Quality Management
48. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.
Administer procurements
Risk
Assumptions
Budget Updates
49. 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.
Project Human Resource Management
Stakeholder Analysis
Project Cost Management
Risk Audits
50. Project team must measure itself periodically against the expectations of those outside the project.
Benchmarking
Requirements Management Plan
Sub Network / Fragment Network
External Feedback