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CAPM
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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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. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Project Risk Management
Project Communications Management
Work Breakdown Structure (WBS)
Project Quality Management
2. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics
Performance Reviews
Prevention vs. Inspections
Indirect costs / Overhead costs
Conditional Diagramming Methods
3. It consists of tools and techniques used to gather - integrate and disseminate the outputs of project management processes. Supports all aspects of the project from initiating through closing - and can include both manual and automated systems.
Initiation
Cost-reimbursable contracts
Formal acceptance and closure
Project Management Information Systems (PMIS)
4. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Corrective Action
Project Procurement Management
Prevention vs. Inspections
Program
5. 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
Control Scope
Decomposition
Analogous Estimating (top-down)
Bid / quotation
6. 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.
Prioritized list of quantified risks
Lead
Fast Tracking
Lag
7. A formal or informal approach to obtain information from stakeholders by talking to them directly
Interviews
Estimate to Complete (ETC)
Estimate Activity Resources
Bottom-up Estimating
8. Outcome of activities performed to accomplish the project.
Sub Network / Fragment Network
Direct costs
Work Results
Brainstorming
9. 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.
Prototypes
Control Account
Organizational Policies
Assumptions Analysis
10. 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.
Proposals
Plan Risk Responses
Proposal
Schedule Baseline
11. Application of knowledge - skills - tools - and techniques to project activities to meet the project requirements.
Project Management
Product Scope
Earned Value Analysis
Differences between Operations and Project
12. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Mandatory Dependencies (or Hard Logic)
Quality Management Plan
System or Process
Control Schedule
13. 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.
Corrective Action
Responsibility Assignment Matrix (RAM)
Probability and impact matrix
Parametric Estimating
14. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Life Cycle Costing
External Feedback
Project Risk Management
Coding Structure
15. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance
Re-baselining
Change Control System
Team Building Activities
Project Plan
16. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.
Corrective Action
Project Assumption Testing
Schedule Compression
Plan Risk Responses
17. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.
Distribute Information
Work Results
Rework
Graphical Evaluation and Review Technique (GERT)
18. 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
Re-baselining
Project Risk Management
Critical Path Methodology (CPM)
Statistical Sampling
19. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co
Qualified seller lists
Procurement performance reviews
Stakeholder register
Similarities between Operations and Projects
20. Process of developing a detailed description of the project and product
Define Scope
Change Requests
Inspection
Control Charts
21. 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
To-Complete Performance Index (TCPI)
Communications Technology
Forecasting
Procurement performance reviews
22. Collection of generally sequential project phases.
Project Life Cycle
Bid / quotation
Product Analysis
Re-baselining
23. 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
Close procurements
Conduct Procurements
Free Float
Fast Tracking
24. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.
Product Scope
Status Review Meetings
Qualified seller lists
Bottom-up Estimating
25. 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.
Program
Sequence Activities
Buyer-Seller relationship
Project Files
26. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.
Constraints
Sub Network / Fragment Network
Performance Reviews
Group Decision Making Techniques
27. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Mathematical Analysis
Revised Cost Estimates
Formal acceptance and closure
Mandatory Dependencies (or Hard Logic)
28. 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
Requirements Documentation
Project Plan Updates
Procurement audits
Project Integration Management
29. 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.
Monitor and Control Risks
Additional Risk Response Planning
Assumptions
Lag
30. Process of identifying and documenting relationships among the project activities. Sequencing can be performed by using project management software or by using manual or automated techniques.
Attribute Sampling vs. Variables Sampling
Risk Consequences
Cost Management Plan
Sequence Activities
31. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Configuration Management System
Bidder Conferences
Responsibility Assignment Matrix (RAM)
Technical performance measurement
32. 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
Work Authorization System
Lag
Precedence Relationships
Identify Risks
33. Special category of revised cost estimates to an approved cost baseline.
Prevention vs. Inspections
Checklists
Conduct Procurements
Bidder Conferences
34. 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.
Performance Reviews
Quantitatively based durations
Critical Path Methodology (CPM)
Procurement negotiations
35. 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.
Procurement negotiations
Procurement audits
Bidder Conferences
Projectized Organization
36. 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.
Group Creativity Techniques
Acquire Project Team
Program Evaluation and Review Technique (PERT)
Expert Judgment
37. Describes how individual requirements meet the business need for the project.
Requirements Documentation
Project Procurement Management
Performance Reports
Project Scope Management
38. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.
Critical Path Methodology (CPM)
Indirect costs / Overhead costs
Team Building Activities
External Feedback
39. Involves setting a fixed total price for a defined product or service to be provided.
Fixed- price contracts
Identify Risks
Checklists
Project Charter
40. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.
Fixed- price contracts
Similarities between Operations and Projects
Human Resource Practices
Organizational Policies
41. Features or services that characterize a product - result - or service
Prototypes
Corrective Action
Product Scope
Report Performance
42. Process of formalizing acceptance of the completed project deliverables
Verify Scope
Corrective Action
Communications Technology
Program
43. 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.
Functional Organization
Corrective Action
Facilitated Workshops
Activity List
44. 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.
Pareto Diagram/ Chart
Inspection
Quality Improvement
Root Cause Analysis
45. The process of collecting and distributing performance information - including status reports - progress measurements - and forecasts to stakeholders.
Report Performance
Team Development
Project Files
Product Scope
46. 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
Coding Structure
Checklists
Plan Quality
47. 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
Estimate to Complete (ETC)
Product Description
Quality Metrics
Bottom-up Estimating
48. 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
Procurement Documents
Root Cause Analysis
Direct costs
Risk probability
49. Process of defining and documenting stakeholders' needs to meet the project objectives
Project Communications Management
Scope Statement
Collect Requirements
Simulation
50. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.
Project Communications Management
Sequence Activities
Subproject
Workaround plans
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