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






2. An authorized time-phased budget at completion (BAC) used to measure - monitor - and control overall cost performance on the project. Developed as a summation of the approved budgets by time period and is typically displayed in the form of an S-curve






3. 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.






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






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






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






7. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.






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






9. Defines the process by which the procurement can be modified. It includes paperwork - tracking systems - dispute resolution procedures - and approval levels necessary for authorizing changes.






10. 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.






11. 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






12. 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.






13. A functional organization has a hierarchy in which every employee has one clear superior. Staff members are grouped by areas of specialization. Functional organizations may still have projects - but the perceived scope of the project is defined by th






14. 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.






15. Structured review of the project plans and assumptions - prior project files - contracts - and other information.






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






17. Generally used when considerations like technical approach and technical skills are paramount in source selection






18. Focused sessions that bring key cross-functional stakeholders together to define product requirements






19. An uncertain event or condition that - if it occurs - has a positive or negative effect on the project objective.






20. Terms used when the source selection decision will be based on price






21. Process of documenting project purchasing decisions - specifying the approach - and identifying potential sellers.






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






23. Process of estimating the type and quantities of resources like materials - people - equipment - or supplies required to perform each project activity






24. 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.






25. Process of developing options and actions to enhance opportunities and to reduce threats to project objectives. Includes the identification and assignment of individuals to take responsibility for each agreed-to and funded risk response.






26. 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






27. Also known as "job shadowing -" it is usually done externally by the observer viewing the user performing her job.






28. 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






29. Modifications to the cost estimation prepared for the project






30. Used to solicit proposals from prospective sellers






31. 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






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






33. This is done to take care of risks that were not identified in the risk response plan - or their impact on objectives is greater than expected.






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






35. 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.






36. The work that must be done to deliver a product with the specified features and functions






37. A documented list of project team members - their project roles - and communication information.






38. Mutually binding legal agreement that obligates the seller to provide the specified products - services - or results - and obligates the buyer to compensate the seller.






39. Used to rate or score seller proposals






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






41. Testing identified assumptions against two criteria: assumption stability and consequences on the project if the assumption is false.






42. Meetings held to assess project status and/or progress.






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






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






45. This involves calculating the theoretical early and late start and finish dates for all project activities without regard to any resource pool restrictions.






46. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.






47. 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.






48. A subdivision (fragment) of a project schedule network diagram - used to illustrate or study some potential or proposed schedule condition - such as changes in preferential schedule logic or project scope.






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






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