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. Process of monitoring the status of the project to update project progress and manage changes to the schedule baseline






2. 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.






3. 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.






4. 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






5. 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






6. Predefined approaches to risk analysis and response in some organizations that have to be tailored to a particular project.






7. Projects are frequently divided into better manageable components or subprojects. Subprojects are often contracted to an external enterprise or another functional unit in the performing organization.






8. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.






9. Processes and procedures developed for the closing or canceling of projects.






10. Any numbering system used to uniquely identify each component of the work breakdown structure.






11. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson






12. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.






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






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






15. Features or services that characterize a product - result - or service






16. Any numbering system used to uniquely identify each component of the work breakdown structure.






17. A schedule compression technique in which cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Crashing only works for activities where additional resources will shorte






18. 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.






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






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






21. 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






22. 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






23. Incurred for the exclusive benefit of the project (e.g. - salaries of full-time project staff).






24. Used to rate or score seller proposals






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






26. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.






27. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.






28. The process to identify and document project roles - responsibilities - and required skills - report relationships - and create a staffing management plan.






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






30. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.






31. Collection of generally sequential project phases.






32. 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






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






34. Helps to determine which risks have the most potential impact on the project. Examines the extent to which the uncertainty of each project element affects the objective being examined when all the other uncertain elements are held at their baseline v






35. Any modification to the contents of the project plan or the supporting details.






36. Factors that will limit the project management team's options (e.g. - a predefined budget)






37. Responses to emerging risks that was previously unidentified or accepted. These were not planned in advance of the occurrence of the risk event.






38. 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.






39. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.






40. 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.






41. Allow for non-sequential activities (e.g. Loops or Conditional Branches); e.g. - GERT(Graphical Evaluation and Review Technique) and System Dynamics






42. 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.






43. Uses a project model that translates the uncertainties specified at a detailed level into their potential impact on objectives that are expressed at the level of the total project. Project simulation uses computer models and estimates of risk and are






44. 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.






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






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






47. 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






48. 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






49. Considers the characteristics of those prospective staff who are available to join the project team.






50. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.