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. Structured review of the procurement process originating from the Plan Procurements process through Administer Procurements process. Objective is to identify successes and failures that warrant recognition in the preparation or administration of othe






2. 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






3. 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






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






5. Forecasts of potential project schedule and cost results listing the possible completion dates or project duration and costs with their associated confidence levels.






6. 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.






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






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






9. Includes the processes that organize - manage - and lead the project team.






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






11. A modification of a logical relationship that directs a delay in the successor activity.






12. 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.






13. A method of obtaining early feedback on requirements by providing a working model of the expected product before actually building it.






14. 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






15. 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






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






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






18. Describes the processes required to ensure that the project includes only the essential work required to complete the project successfully. It includes collecting the requirements - defining the scope - verifying the scope and controlling the scope o






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






20. Modifications to the cost estimation prepared for the project






21. Process of identifying the specific actions to be performed to produce the project deliverables.






22. 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






23. Process of numerically analyzing the effect of identified risks on overall project objectives.






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






25. The policies - guidelines - or procedures that govern the recruitment of staff.






26. 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






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






28. 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.






29. 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.






30. Risks that arise as a direct result of implementing a risk response.






31. 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 - knowledg






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






33. Collection of generally sequential project phases.






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






35. Lists or files maintained with information on prospective sellers. These lists will generally have information on relevant past experience and other characteristics of the prospective sellers






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






38. Refers to the centralized management of one or more portfolios to achieve strategic business objectives. Portfolio management ensures that the portfolios are reviewed to ascertain that resources are allocated as per priority and the allocation is con






39. 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






40. 1. Performed by people; 2. Constrained by limited resources; 3. Planned - excuted - monitored - and controlled; 4. Ultimate goal is to achieve organizational objectives or stratregic plans






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






42. 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.






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






44. 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






45. Provides a documented basis for making future project decisions and for confirming or developing common understanding of the project scope among the stakeholders






46. Seller prepared documents that describe the seller's ability and willingness to provide the requested product.






47. 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.






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






49. Seller is a subcontractor - vendor - or supplier - who will typically manage the work of the project. Buyer is the customer who has outsourced work to the seller.






50. 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