SUBJECTS
|
BROWSE
|
CAREER CENTER
|
POPULAR
|
JOIN
|
LOGIN
Business Skills
|
Soft Skills
|
Basic Literacy
|
Certifications
About
|
Help
|
Privacy
|
Terms
|
Email
Search
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. The planned dates to perform schedule activities and the planned dates for meeting schedule milestones. Includes planned start and finish dates for the project's activities - milestones - work packages - planning packages - and control accounts. This
Quality Metrics
Project Schedule
Develop Human Resource Plan
Quality Assurance
2. The policies - guidelines - or procedures that govern the recruitment of staff.
Project Risk Management
Constraints
Qualified seller lists
Recruitment Practices
3. Structured review of the project plans and assumptions - prior project files - contracts - and other information.
Documentation Reviews
Estimate Activity Resources
Training
Product description
4. The expected cost needed to complete all the remaining work for a schedule activity - work break down structure component - or the project.
Avoidance
External Feedback
Brainstorming
Work Results
5. 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
Product Description
Group Creativity Techniques
Project Cost Management
Stakeholder register
6. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje
Project Charter
Risk Categories
Program
Team Development
7. 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.
Project Files
Work Authorization System
Project Procurement Management
Cost Management Plan
8. 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.
Estimate Activity Durations
Define Activities
Prioritized list of quantified risks
Risk Management Plan
9. Documentation resulting from project activities. These files may also maintain records of other projects that are detailed enough to aid in developing cost estimates.
Requirements Documentation
Product Analysis
External Dependencies
Plan Quality
10. An estimating technique that uses a statistical relationship between historical data and other variables to calculate an estimate for activity parameters - such as scope - cost - budget - and duration. An example for the cost parameter is multiplying
Flowcharts
Procurement Documents
Simulation
Group Creativity Techniques
11. Records of previous project results that can be used to identify risks.
Scope Statement
Work Results
Project Files
Project Integration Management
12. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.
Deliverable
Functional Organization
To-Complete Performance Index (TCPI)
Simulation
13. An estimating technique that uses the values of parameters - such as scope - cost - budget - and duration or measure of scale such as size - weight - and complexity - from a previous - similar activity as the basis for estimating the same parameter o
Project Risk Management
Administer procurements
Cost-reimbursable contracts
Analogous Estimating / Top-down
14. A table that links requirements to their origin and traces them throughout the project life cycle
Estimate to Complete (ETC)
Statistical Sampling
Requirements Traceability Matrix
Projectized Organization
15. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.
Procurement Documents
Phase Exits/ Stage Gates/ Kill Points
Acceptance
Organization Breakdown Structure
16. Involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work - plus a fee representing seller profit
Staffing Requirements
Define Scope
Cost-reimbursable contracts
Project Quality Management
17. A modification of a logical relationship that directs a delay in the successor activity.
Lag
Benchmarking
Prioritized list of quantified risks
External Dependencies
18. Involves developing a better understanding of the product of the project
Fast Tracking
Product Analysis
Fast Tracking
Group Creativity Techniques
19. Outcome of activities performed to accomplish the project.
Project Stakeholders
Work Results
Scope Changes
Requirements Traceability Matrix
20. Factors that limit a buyer's options. E.g. - funds availability
Facilitated Workshops
Buyer-Seller relationship
Constraints
Project Schedule
21. A structured review of the seller's progress to deliver project scope and quality - within cost and on schedule - as compared to the contract.
Statistical Sampling
Formal acceptance and closure
Procurement performance reviews
Root Cause Analysis
22. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.
Templates
Cost Management Plan
Formal acceptance and closure
Procurement Statements of Work (SOW)
23. A calendar of working days and non- working days that determines those dates on which each specific resource is ideal or can be active; typically defines the resource specific holidays and resource availability periods; the calendars that specify whe
Decision Tree
Fixed- price contracts
Resource Calendar
Project Time Management
24. It shortens the project schedule without changing the project scope - in order to meet schedule constraints - imposed dates - or other schedule objectives. -. This technique includes crashing and fast tracking.
Schedule Compression
Project Planning Methodology
Brainstorming
Project Portfolio Management
25. 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.
Indirect costs / Overhead costs
Project Plan
Requirements Management Plan
Distribute Information
26. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.
Quality
Perform Qualitative Risk Analysis
Contract
Verify Scope
27. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.
Assumptions
Risk Audits
Requirements Documentation
Project Quality Management
28. Involves setting a fixed total price for a defined product or service to be provided.
Probabilistic Analysis of the project
Fixed- price contracts
Procurement performance reviews
Root Cause Analysis
29. Effect on project objectives if the risk event occurs.
Observations
Initiation
Bid / quotation
Risk Consequences
30. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.
Close procurements
Observations
Checklists
Crashing
31. Any numbering system used to uniquely identify each component of the work breakdown structure.
Residual Risks
Estimate to Complete (ETC)
Code of Accounts
Conditional Diagramming Methods
32. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Fast Tracking
Qualified seller lists
Requirements Management Plan
Project Quality Management
33. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning
Product description
Bidder Conferences
Data precision
Transference
34. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.
Procurement Documents
Critical Path Method
Parametric Estimating
Administer procurements
35. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.
Plan Procurements
Lead
Process Adjustments
Estimate Activity Resources
36. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology
Status Review Meetings
Benchmarking
Resource Calendar
Project Schedule Network Diagrams
37. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.
Inspection
Change Control System
Proposals
Benchmarking
38. 1. Operations do not have any timelines. Projects are temporary and have finite time duration. 2. Operation's objective is usually to sustain the business. Project's objective is to achieve the target and close the project.
Sub Network / Fragment Network
Differences between Operations and Project
Residual Risks
Avoidance
39. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.
Re-baselining
Risk
Communication Requirements Analysis
Observations
40. Persons or organizations who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion of the project. They may also exert influence over the project - its deliverables - and the
Prevention vs. Inspections
Control Schedule
Project Team Directory
Project Stakeholders
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.
Conduct Procurements
Make-or-buy analysis
Sequence Activities
Project Portfolio Management
42. Process to monitor the status of the project to update the project budget and manage changes to the cost baseline.
Focus groups
Control Costs
Verify Scope
Scope Change Control System
43. Considers the characteristics of those prospective staff who are available to join the project team.
Project Communications Management
Staffing Pool Description
Group Creativity Techniques
Prevention vs. Inspections
44. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule
Report Performance
Project Cost Management
Assumptions Analysis
Develop Schedule
45. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Attribute Sampling vs. Variables Sampling
Functional Organization
Mandatory Dependencies (or Hard Logic)
Project
46. Any modification to the agreed upon project scope as defined by the approved WBS
Regulation
Project Human Resource Management
Scope Changes
Resource Pool Descriptions
47. Modifications to the cost estimation prepared for the project
Perform Quality Control
Report Performance
Triggers
Documentation Reviews
48. Processes and procedures developed for the closing or canceling of projects.
Quality Policy
Schedule Baseline
Differences between Operations and Project
Inspection
49. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files
Procurement file
Coding Structure
Avoidance
Corrective Action
50. 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.
Inspection
Subproject
Bidder Conferences
Plan Risk Management