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. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






2. Modifications to the cost estimation prepared for the project






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






4. 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.






5. 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.






6. 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.






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






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






9. 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






10. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






11. 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






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






13. Involves immediate corrective or preventive action as a consequence of quality control measurements.






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






15. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






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






17. 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.






18. 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.






19. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






20. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.






21. 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






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






23. 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






24. Any modification to the contents of the project plan or the supporting details.






25. 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






26. 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






27. 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.






28. Methods used to distribute information to team members and other stakeholders.






29. 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






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






31. 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






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






33. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






34. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






35. A documented list of project team members - their project roles - and communication information.






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






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






38. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.






39. 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.






40. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.






41. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






42. Subdivision of project deliverables into smaller - more manageable components






43. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






44. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.






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






46. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.






47. 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






48. Factors that limit a buyer's options. E.g. - funds availability






49. 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






50. Factors that - for planning purposes - will be considered true - real or certain.