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. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.






2. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.






3. 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.






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






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






6. Involves immediate corrective or preventive action as a consequence of quality control measurements.






7. 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.






8. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.






9. 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.






10. Structured method to guide the project team during development of project plan. Standard forms and templates or even complicated simulations may be used.






11. A deliverable is a unique - tangible and verifiable work/product. Each project phase is marked by the completion of one or more deliverables.






12. 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.






13. Probability that a risk will occur.






14. The process of identifying all people or organizations impacted by the project and documenting relevant information regarding their interests - involvement - and impact on project success.






15. Describes the processes required to make the most effective use of the people involved with the project. It includes developing the human resource plan - acquiring the project team - developing the project team - and managing the project team.






16. 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.






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






18. 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






19. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.






20. Hybrid type of contractual agreements that contain aspects of both cost-reimbursable and fixed- price contracts. Some characteristics: · Open-ended - i.e. - full value of the agreement and the exact quantity of items to be delivered may not be define






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






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






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






24. Activities specifically taken by management and team members to help individual team members work together effectively - thereby improving team performance






25. 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






26. A structure that relates the project organizational breakdown structure to the work breakdown structure to help ensure that each component of the project's scope of work is assigned to a person or team. It illustrates the connections between work pac






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






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






29. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.






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






31. 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






32. They involve measuring value or attractiveness to the project owner. Includes considering the decision criteria and a means to calculate value under uncertainty.






33. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.






34. Schematic displays of the logical relationships (dependencies) among the project schedule activities; always drawn from left to right to reflect project work chronology






35. 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






36. Policies - guidelines and procedures that can help the project management team with various aspects of organizational planning.






37. A technique for estimating that applies a weighted average of optimistic - pessimistic - and most likely estimates when there is uncertainty with the individual activity estimates.






38. An accepted action performed to bring projected future project performance in line with the project plan. These actions have to be documented.






39. Provide a structure that ensures a comprehensive process of systematically identifying risks to a consistent level of detail and contributes to the effectiveness and quality of the Identify Risks process. They include categories like technical - exte






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






41. Descriptions of which resources will be available at what times and in what patterns necessary for schedule development






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






43. Organize and summarize the information gathered - and present the results of any analysis as compared to the performance measurement baseline. Reports should provide status and progress of the project at the required level of detail.






44. 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.






45. 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






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






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






48. The process to develop an approximation (estimate) of the monetary resources needed to complete project activities.






49. A project is a temporary endeavor undertaken to create a unique product - service - or result






50. 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