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. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.






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






3. Factors which - for planning purposes - are considered to be true - real or certain.






4. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.






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






6. The work that must be done to deliver a product with the specified features and functions






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






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






9. 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






10. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






11. Describes the need - justification - requirements - and current boundaries for the project.






12. 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.






13. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit






14. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline






15. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched






16. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






17. 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






18. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






19. 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






20. 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






21. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.






22. Factors that will limit the project management team's options (e.g. - a predefined budget)






23. 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.






24. Quantities to be performed for each specific category - and can be used to estimate activity durations






25. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






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






27. Charts/ Judgment provided based upon expertise in an application area - knowledge area - discipline - industry - etc. as appropriate for the activity being performed. Such expertise may be provided by any group or person with specialized education -






28. Documents how requirements will be analyzed - documented - and managed throughout the project






29. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






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






31. Project team must measure itself periodically against the expectations of those outside the project.






32. Process of numerically analyzing the effect of identified risks on overall project objectives.






33. 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.






34. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






35. The conclusion of a project phase is marked by a review of both key deliverables and project performance till date to determine if the project should continue into its next phase and detect and correct errors cost-effectively. These phase end reviews






36. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.






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






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






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






40. Technologies or methods to transfer information among project stakeholders.






41. 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






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






43. 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.






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






45. Used to solicit proposals from prospective sellers






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






47. Technique to evaluate the degree to which data about risks is useful for risk management.






48. 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.






49. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






50. 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.