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CAPM
Start Test
Study First
Subjects
:
certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
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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. The work that must be done to deliver a product with the specified features and functions
Administer procurements
Project Scope
Assumptions Analysis
Revised Cost Estimates
2. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.
Project Procurement Management
Scope Changes
Recruitment Practices
Probability and impact matrix
3. A formal or informal approach to obtain information from stakeholders by talking to them directly
Lag
Close procurements
Interviews
Mathematical Analysis
4. 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
Develop Human Resource Plan
Project Cost Management
Additional Risk Response Planning
Fast Tracking
5. A documented list of project team members - their project roles - and communication information.
Organizational Policies
Root Cause Analysis
Team Development
Project Team Directory
6. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Facilitated Workshops
Project Communications Management
Develop Human Resource Plan
Responsibility Assignment Matrix (RAM)
7. 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
Phase Exits/ Stage Gates/ Kill Points
Precedence Relationships
Project Stakeholders
Information Distribution Methods
8. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Documentation Reviews
Mitigation
Risk Consequences
Project Quality Management
9. Describes the need - justification - requirements - and current boundaries for the project.
Scope baseline
Communication Requirements Analysis
Project Assumption Testing
Resource Pool Descriptions
10. A collection of formal (note: not informal) documented procedures - which defines how the documentation and project deliverables will be managed - changed and approved.
Change Control System
Differences between Operations and Project
Organization Breakdown Structure
Pareto Diagram/ Chart
11. 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.
Project Risk Management
Technical performance measurement
Organizational Policies
Cost Management Plan
12. Any modification to the contents of the project plan or the supporting details.
Project Life Cycle
Buyer-Seller relationship
Stakeholder Analysis
Project Plan Updates
13. 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.
Work Authorization System
Graphical Evaluation and Review Technique (GERT)
Lessons Learned
Staffing Requirements
14. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Analogous Estimating (top-down)
Control Charts
Organization Chart
Project Communications Management
15. Calculates the theoretical early start and finish dates - and late start and finish dates - for all activities without regard to any resource limitations. This is done by performing a forward and backward pass analysis through the schedule network.
Critical Path Method
System or Process
Risk probability
External Dependencies
16. Dependencies determined by the Project Management Team; involve a relationship between project activities and non-project activities (i.e. - dependencies on issues that are beyond the scope of the project). These dependencies are outside the project
Prevention vs. Inspections
Control Charts
External Dependencies
Proposals
17. 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
Project Selection Methods
Transference
Phase Exits/ Stage Gates/ Kill Points
Control Scope
18. Meetings with all prospective sellers and buyers prior to submittal of a bid or proposal. Used to ensure that all prospective sellers have a clear and common understanding of the procurement - and that no bidders receive preferential treatment.
Independent estimates
Bidder Conferences
Interviews
Pareto Diagram/ Chart
19. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.
Project Time Management
Constraints
Project Management Information Systems (PMIS)
Rework
20. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Parametric Estimating
Transference
Analogous Estimating / Top-down
Regulation
21. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.
Project Human Resource Management
Focus groups
Differences between Operations and Project
Scope Statement
22. Generally used when considerations like technical approach and technical skills are paramount in source selection
Proposal
Project Quality Management
Prevention vs. Inspections
Observations
23. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.
Status Review Meetings
Estimate to Complete (ETC)
Scope Changes
Trend Analysis
24. 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.
Quality Management Plan
Project Files
Project Assumption Testing
Rework
25. 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.
Analogous Estimating / Top-down
Information Distribution Methods
Forecasting
Additional Risk Response Planning
26. 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.
Lessons Learned
Project Selection Methods
Plan Risk Management
Attribute Sampling vs. Variables Sampling
27. Process of defining and documenting stakeholders' needs to meet the project objectives
Total Float
Benchmarking
Collect Requirements
Change Control System
28. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders
Qualified seller lists
Cost Performance Baseline
Scope Statement
Fast Tracking
29. 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
Product description
Schedule Baseline
Scope Management Plan
Bottom-up Estimating
30. 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
Inspection
Project Risk Management
Risk
Checklists
31. Integrates scope - cost (or resource) - and schedule measures to help the project management team assess project performance.
Constraints
Earned Value Analysis
Proposals
Group Creativity Techniques
32. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Project Schedule Network Diagrams
Procurement file
Project Files
Estimate Costs
33. A -specific version of the schedule model used to compare actual results to the plan to determine if preventive or corrective action is needed to meet the project objectives.
Schedule Baseline
Procurement performance reviews
Avoidance
Corrective Action
34. Any modification to the agreed upon project scope as defined by the approved WBS
Work Results
Organizational Policies
Residual Risks
Scope Changes
35. A provision in the project management plan to mitigate cost and/or schedule risk. Often used with a modifier to provide further details on what types of risk are meant to be mitigated.
Contingency - Buffer - Reserve
Code of Accounts
Matrix Organization
Risk Audits
36. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.
Buyer-Seller relationship
Administer procurements
Project Charter
Trend Analysis
37. Modifications to the cost estimation prepared for the project
Plan Quality
Perform Quality Control
Qualified seller lists
Critical Path Methodology (CPM)
38. 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
Manage Stakeholder
Focus groups
Estimate at Completion (EAC)
Requirements Documentation
39. 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.
Corrective Action
Project Quality Management
Interviews
Change Control System
40. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Re-baselining
Estimate to Complete (ETC)
Prototypes
Change Requests
41. A general management technique used to determine whether a particular work can be accomplished by the project team or must be purchased from outside sources.
Total Float
Make-or-buy analysis
Critical Path Method
Project Planning Methodology
42. 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.
Develop Human Resource Plan
Program
Activity List
Similarities between Operations and Projects
43. 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
Risk Categories
Functional Organization
Procurement resources
Secondary Risks
44. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Deliverable
Staffing Requirements
Sensitivity Analysis
Identify Risks
45. Charts that are used to show positions and relationships in a graphical format.
Parametric Estimating
Organization Chart
Information Distribution Methods
Source Selection Criteria
46. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
Templates
Develop Human Resource Plan
Flowcharts
Prioritized list of quantified risks
47. Features or services that characterize a product - result - or service
Product Scope
Differences between Operations and Project
Simulation
Contingency - Buffer - Reserve
48. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity
Project Quality Management
Responsibility Assignment Matrix (RAM)
Subproject
Estimate Activity Resources
49. 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
Simulation
Project Plan
Prioritized list of quantified risks
Root Cause Analysis
50. 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.
Project Plan
Precedence Relationships
Conduct Procurements
Expert Judgment
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