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






2. 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.






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






4. Used to solicit proposals from prospective sellers






5. Factors that - for planning purposes - will be considered true - real or certain.






6. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.






7. Documents the characteristics of the product - result - or service which the project is undertaken to create.






8. Also called risk symptoms or warning signs - they are indications that a risk has occurred or is about to occur. They may be discovered in the risk identification process and watched in the risk monitoring and control process.






9. The policies - guidelines - or procedures that govern the recruitment of staff.






10. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






11. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders






12. A subsequent phase of a project is sometimes begun prior to approval of the previous phase deliverables when the risks involved are deemed acceptable. This practice of overlapping phases is often called fast tracking






13. 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.






14. 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.






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






16. 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.






17. Meetings that are regularly scheduled to exchange and analyze information about the project and its performance.






18. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






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






20. Process of identifying the specific actions to be performed to produce the project deliverables.






21. 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






22. The document that describes the communication needs and expectations for the project; how and in what format information will be communicated; when and where each communication will be made; and who is responsible for providing each type of communica






23. Records of previous project results that can be used to identify risks.






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






25. 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.






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






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






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






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






30. 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 -






31. Describes how risk management will be structured and performed on the project.






32. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.






33. Process of defining how to conduct risk management activities for a project.






34. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.






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






36. 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






37. 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






38. Allows for probabilistic treatment of both network logic and activity duration estimates






39. 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.






40. Describes the processes required to ensure that the project is completed within the approved budget. It includes estimating the cost - determining the budget - and controlling the costs.






41. Any modification to the agreed upon project scope as defined by the approved WBS






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






43. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.






44. 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






45. 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






46. Requests to expand or reduce project scope - modify policies/ processes/plans/procedures/costs and - if approved - can affect budgets or revise schedules. These change requests are processed through the Perform Integrated Change Control process.






47. 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.






48. 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.






49. 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






50. Approved modifications to the project schedule that are used to manage the project