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. Involves developing a better understanding of the product of the project






2. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.






3. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.






4. 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.






5. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be






6. 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






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






8. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.






9. Describes how the procurement processes (from developing procurement documentation through contract closure) will be managed






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






11. Process of formalizing acceptance of the completed project deliverables






12. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






13. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu






14. 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.






15. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.






16. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






17. A project is a temporary endeavor undertaken to create a unique product - service - or result






18. Determining which risks may affect the project and documenting their characteristics.






19. 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.






20. A formal procedure for authorizing project work to ensure that work is done by the identified organization at the right time and in proper sequence.






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






22. 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.






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






24. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.






25. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.






26. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






27. Risks that remain after planned responses have been implemented - as well as those that have been deliberately accepted.






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






29. 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.






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






31. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform






32. 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.






33. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






34. A table that links requirements to their origin and traces them throughout the project life cycle






35. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.






36. Meetings held to assess project status and/or progress.






37. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






38. Effect on project objectives if the risk event occurs.






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






40. 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.






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






42. 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






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






44. Precedence Diagramming Method (PDM) includes four types of dependencies or relationships between activities: 1. Finish to Start; 2. Finish to Finish; 3. Start to Finish; 4. Start to Start






45. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






46. Systematic process of planning - identifying - analyzing - responding - and monitoring and controlling project risk. It increases the probability and impact of positive events - and decrease the probability and impact of negative events in the projec






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






48. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






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






50. 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.