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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. 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.
Additional Risk Response Planning
Projectized Organization
Risk Categories
Stakeholder Analysis
2. 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.
Additional Risk Response Planning
Free Float
Constraints
Plan Risk Responses
3. 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.
Initiation
Life Cycle Costing
Report Performance
Forecasting
4. 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
Project Scope Management
Bottom-up Estimating
Risk Categories
Indirect costs / Overhead costs
5. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.
Prototypes
Subproject
Configuration Management System
Project Charter
6. Considers the characteristics of those prospective staff who are available to join the project team.
Staffing Pool Description
Risk Database
Schedule updates
Trend Analysis
7. Determining which risks may affect the project and documenting their characteristics.
Requirements Management Plan
Constraints
Report Performance
Identify Risks
8. 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
Initiation
Plan Risk Management
Procurement audits
Contingency - Buffer - Reserve
9. 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
Matrix Organization
Project Communications Management
Analogous Estimating / Top-down
Report Performance
10. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.
Identify Stakeholders
Project Scope
Project Team Directory
Decision Tree
11. Includes the processes that organize - manage - and lead the project team.
Lead
Project Human Resource Management
Checklists
Facilitated Workshops
12. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Project Human Resource Management
Facilitated Workshops
Avoidance
Graphical Evaluation and Review Technique (GERT)
13. 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
Project Risk Management
Lag
Functional Organization
Project Integration Management
14. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.
Constraints
Perform Quality Control
Training
Project Charter
15. 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.
Projectized Organization
Procurement Management Plan
Requirements Management Plan
Triggers
16. Methods used to distribute information to team members and other stakeholders.
Proposal
Change Control System
Information Distribution Methods
Control Schedule
17. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.
Procurement Statements of Work (SOW)
Cost Management Plan
Trend Analysis
Total Float
18. An applicable restriction that will affect the performance of the project/process.
Constraints
Attribute Sampling vs. Variables Sampling
Administer procurements
Re-baselining
19. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo
Configuration Management System
Lessons Learned
Fixed- price contracts
Project Management
20. Provide a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail and contributes to the effectiveness and quality of the Identify Risks process. They include categories like technical - exte
Secondary Risks
Risk Categories
Facilitated Workshops
Bid / quotation
21. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Project Files
Similarities between Operations and Projects
Project Charter
Additional Risk Response Planning
22. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Determine Budget
Critical Path Methodology (CPM)
Human Resource Practices
Grade
23. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned
Project Time Management
Focus groups
Lessons Learned
Schedule Baseline
24. Effect on project objectives if the risk event occurs.
Re-baselining
Prioritized list of quantified risks
Earned Value Analysis
Risk Consequences
25. 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
Root Cause Analysis
Define Activities
Quality Assurance
Communication Requirements Analysis
26. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Human Resource Practices
Identify Stakeholders
Plan Risk Management
Determine Budget
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.
Report Performance
Process Adjustments
Attribute Sampling vs. Variables Sampling
Project Communications Management
28. Involves developing a better understanding of the product of the project
Product Analysis
Grade
Time and Material (T&M) Contracts
Identify Stakeholders
29. 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.
Estimate at Completion (EAC)
Training
Communications Technology
Brainstorming
30. Used to rate or score seller proposals
Control Schedule
Proposal
Status Review Meetings
Source Selection Criteria
31. The process of approximating the number of work periods needed to complete individual activities with estimated resources
Estimate to Complete (ETC)
Contract Change Control System
Estimate Activity Durations
Facilitated Workshops
32. 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
Control Schedule
Root Cause Analysis
Change Control System
Proposal
33. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Graphical Evaluation and Review Technique (GERT)
Information Distribution Methods
Organization Breakdown Structure
Risk probability
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
Procurement resources
External Dependencies
Forecasting
Technical performance measurement
35. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Perform Quantitative Risk Analysis
Mandatory Dependencies (or Hard Logic)
Sequence Activities
Risk Database
36. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Project Records
Observations
Procurement file
Interviews
37. Describes the processes concerned with identifying - analyzing - and responding to project risk. It includes planning risk management - identifying risks - performing qualitative risk analysis - performing quantitative risk analysis - planning risk r
Proposals
Project Risk Management
Team Development
Quality Management Plan
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.
Estimate at Completion (EAC)
Contingency - Buffer - Reserve
Assumptions Analysis
Schedule Baseline
39. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold
Project Quality Management
Additional Risk Response Planning
Stakeholder Analysis
Configuration Management System
40. 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
Bid / quotation
Budget Updates
Matrix Organization
Estimate Activity Durations
41. 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 - knowledg
Expert Judgment
Bottom-up Estimating
Project Charter
Sensitivity Analysis
42. Process of formally authorizing a new project or the next phase of an existing project; links the project to the ongoing work of the performing organization
Probabilistic Analysis of the project
Initiation
Analogous Estimating / Top-down
Sub Network / Fragment Network
43. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.
Formal acceptance and closure
Administer procurements
Workaround plans
Collocation
44. Subdivision of project deliverables into smaller - more manageable components
Parametric Estimating
Configuration Management System
Project Selection Methods
Decomposition
45. Describes the extent to which a risk is known or understood. Measures extent of data available as well as reliability of data.
Data precision
Risk probability
Estimate to Complete (ETC)
Total Float
46. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development
Cost Performance Baseline
Resource Pool Descriptions
Data Precision Ranking
Activity List
47. 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.
Quality
Project Integration Management
Make-or-buy analysis
Analogous Estimating / Top-down
48. Any numbering system used to uniquely identify each component of the work breakdown structure.
Risk probability
Scope Changes
Quality Metrics
Code of Accounts
49. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Collect Requirements
Quality Management Plan
Quality Audit
Schedule Baseline
50. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Team Development
Scope Change Control System
Documentation Reviews
Estimate to Complete (ETC)