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. A modification of a logical relationship that allows an acceleration of the successor activity. A negative lead is equivalent to a positive lag.






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






3. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.






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






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






6. Changing the project management plan to eliminate the threat entirely.






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






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






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






10. Systematic process of planning - identifying - analyzing - responding - and monitoring and controlling project risk. It increases the probability and impact of positive events - and decrease the probability and impact of negative events in the projec






11. Technique to evaluate the degree to which data about risks is useful for risk management.






12. Estimating or predicting future project status and progress based on knowledge and information available at the time of forecasting.






13. Involves developing a better understanding of the product of the project






14. 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






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






16. Specify lessons that can be learned from each and every project - even from projects which are failures. They need to be documented. Most companies prefer post-implementation meetings and case studies to document Lessons Learned






17. It compares cost performance over time - schedule activities or work packages overrunning and under running the budget - and estimated funds needed to complete work in progress.






18. A formal - approved document used to define how the project is executed - controlled and monitored. It can either be at a detailed or high level and may contain one or more subsidiary plans.






19. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.






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






21. Used to generate - classify - and prioritize product requirements. Some methods used to reach group decisions are: unanimity - majority - plurality - and dictatorship.






22. Describes how individual requirements meet the business need for the project.






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






24. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs






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






26. It includes the processes required to ensure timely and appropriate generation - collection - dissemination - storage - retrieval - and ultimate disposition of project information.






27. A mathematical technique to forecast future outcomes based on historical results. This is performed using run charts.






28. 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






29. 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






30. 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.






31. If the performing organization does not have a formal contracting group - then the project team will have to supply both the resources and expertise to support procurement activities






32. 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.






33. 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






34. An analytical technique used to determine the basic underlying reason that causes a variance or a defect or a risk. Root cause may underlie more than one variance or defect or risk. Root cause analysis is done as part of corrective action - Helps ide






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






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






37. 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






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






39. 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.






40. 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






41. A general data gathering and creativity technique that can be used to identify risks - ideas - or solutions to issues by using a group of team members or subject matter experts which data can be addressed later in Perform qualitative and quantitative






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






43. Probability that a risk will occur.






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






45. 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.






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






47. This compares technical accomplishments during project execution with the project management plan's schedule of technical achievement.






48. 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.






49. Project team must measure itself periodically against the expectations of those outside the project.






50. 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.