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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. Describes the processes required to ensure timely completion of the project. It includes defining activities - sequencing activities - estimating activity resources - estimating activity durations - developing the schedule - and controlling the sched
Collocation
Control Schedule
Procurement audits
Project Time Management
2. 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
Project Schedule
Project Cost Management
Project Plan
Project Portfolio Management
3. Process of obtaining seller responses - selecting a seller - and awarding a contract
Decomposition
Conduct Procurements
Facilitated Workshops
Rework
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
Control Account
Performance Reviews
To-Complete Performance Index (TCPI)
Bottom-up Estimating
5. Clarify the structure - requirements and other terms of the purchases so that mutual agreement can be reached prior to signing the contract.
Procurement Management Plan
Project Team Directory
Procurement negotiations
Analogous Estimating (top-down)
6. Formal written notice from a person or organization responsible for contract administration - informing that the contract has been completed.
Transference
Control Scope
Formal acceptance and closure
Risk
7. 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.
Project Cost Management
Pareto Diagram/ Chart
Subproject
Report Performance
8. 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.
Precedence Relationships
Contingency - Buffer - Reserve
Project Cost Management
Make-or-buy analysis
9. 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 -
Proposals
System or Process
Project Risk Management
Attribute Sampling vs. Variables Sampling
10. Factors that - for planning purposes - will be considered true - real or certain.
Probability and impact matrix
Work Authorization System
Estimate at Completion (EAC)
Assumptions
11. Includes all those activities designed to enhance the competencies of the project team members. Training can be formal or informal.
Control Scope
Plan Quality
Close procurements
Training
12. In a projectized organization - most of the organization's resources are involved in project work - and Project Managers have a great deal of independence and authority.
Buyer-Seller relationship
Quantitatively based durations
Sensitivity Analysis
Projectized Organization
13. An organizational placement strategy where the project team members are physically located close to one another in order to improve communication - working relationships - and productivity.
Matrix Organization
Collocation
Communications Technology
Work Results
14. Involves immediate corrective or preventive action as a consequence of quality control measurements.
Scope Management Plan
Organizational Policies
Process Adjustments
Avoidance
15. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.
Procurement Documents
Define Activities
Estimate Costs
Project Selection Methods
16. They possess a blend of functional and projectized characteristics. Weak matrices maintain many of the characteristics of a functional organization - and the Project Manager's role is more that of a coordinator or expediter than that of a manager. Si
Acquire Project Team
Define Activities
Matrix Organization
Project Integration Management
17. 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
Configuration Management System
Projectized Organization
Perform Quality Control
Control Charts
18. Describes the need - justification - requirements - and current boundaries for the project.
Control Scope
Constraints
Avoidance
Scope baseline
19. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Project Cost Management
Resource Calendar
Grade
Control Account
20. Risks that arise as a direct result of implementing a risk response.
Contract Change Control System
Estimate Activity Durations
Schedule updates
Secondary Risks
21. 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.
Organizational Policies
Quality Management Plan
Conduct Procurements
Monitor and Control Risks
22. 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
Verify Scope
Project Communications Management
Perform Quality Control
Project Time Management
23. Deliverable- oriented grouping of project components that organizes and defines the total scope of the project - work not in the WBS is outside the scope of the project.
Work Breakdown Structure (WBS)
Sub Network / Fragment Network
Buyer-Seller relationship
Communication Requirements Analysis
24. The process of confirming human resource availability and obtaining the team necessary to complete project assignments.
Project
Acquire Project Team
Close procurements
Constraints
25. Includes the processes that help to estimate - budget - and control costs - so that the project can be completed within the approved budget.
Project Communications Management
Stakeholder Analysis
Schedule Baseline
Project Quality Management
26. Collection of generally sequential project phases.
Control Charts
Prevention vs. Inspections
Project Life Cycle
Deliverable
27. A schedule network analysis technique used to determine the amount of scheduling flexibility on various logical network paths in the project schedule network - and to determine the minimum total project duration. Early start and finish dates are calc
Critical Path Methodology (CPM)
Work Authorization System
Grade
Control Account
28. Processes and procedures developed for the closing or canceling of projects.
Inspection
Sensitivity Analysis
Project Human Resource Management
Project Scope Management
29. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.
Project Communications Management
Project Human Resource Management
Procurement audits
Scope Changes
30. Describes the processes required to acquire goods and services from outside the project team. It includes planning procurements - conducting procurements - administering procurements - and closing procurements.
Project Procurement Management
Project Time Management
Plan Procurements
Distribute Information
31. Focused sessions that bring key cross-functional stakeholders together to define product requirements
Facilitated Workshops
Contingency - Buffer - Reserve
Tolerances vs. Control limits
Analogous Estimating / Top-down
32. 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.
Re-baselining
Project Records
Bid / quotation
Assumptions
33. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Project Procurement Management
Determine Budget
Total Float
Communications management plan
34. A group of documented procedure used to apply technical and administrative direction and surveillance to: a) Identify and document the system's functional and physical characteristics; b)Control any changes to such characteristics; c) Record and repo
To-Complete Performance Index (TCPI)
Project Assumption Testing
Process Adjustments
Configuration Management System
35. 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.
Scope Change Control System
Project Quality Management
Flowcharts
Identify Risks
36. It can include correspondence - memos - meeting minutes - and documents describing the project.
Determine Budget
Scope Changes
Simulation
Project Records
37. A requirement imposed by a governmental body and its compliance is mandatory.
Recruitment Practices
Work Results
Data precision
Regulation
38. 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
Triggers
Project Quality Management
Precedence Relationships
Benchmarking
39. Technique to evaluate the degree to which data about risks is useful for risk management.
Corrective Action
Data Precision Ranking
Cost Management Plan
External Dependencies
40. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.
Technical performance measurement
Indirect costs / Overhead costs
Lead
Conduct Procurements
41. Determining which risks may affect the project and documenting their characteristics.
Quality Metrics
Identify Risks
Prioritized list of quantified risks
Scope Change Control System
42. Outcome of activities performed to accomplish the project.
Mandatory Dependencies (or Hard Logic)
Cost-reimbursable contracts
Work Results
Project Management Information Systems (PMIS)
43. Includes identified risks - risk owners - results of Perform qualitative risk analysis process - agreed upon response strategies - etc.
Risk Register
Project Human Resource Management
Project Plan
Crashing
44. 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
Project Stakeholders
Root Cause Analysis
Resource Calendar
Identify Risks
45. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Project Planning Methodology
Program Evaluation and Review Technique (PERT)
Time and Material (T&M) Contracts
Project Charter
46. Documents how requirements will be analyzed - documented - and managed throughout the project
Resource Calendar
Requirements Management Plan
Constraints
Contract
47. Formal and informal policies that are required for project plan development. Organizational policies include quality management - personnel administration and financial controls.
Organizational Policies
Identify Stakeholders
Project Assumption Testing
Risk
48. The total amount of time that a schedule activity may be delayed from its early start without delaying the project finish date - or violating a schedule constraint. Calculated using the critical path method technique and determining the difference be
Prevention vs. Inspections
Project Integration Management
Total Float
Revised Cost Estimates
49. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.
Project Plan Updates
Project Communications Management
Distribute Information
Re-baselining
50. 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.
Human Resource Practices
Re-baselining
Corrective Action
Schedule Compression
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