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 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






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






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






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






5. It is used to identify stakeholders that can provide information on detailed project and product requirements. It contains the following information regarding the identified stakeholders: identification information (name - designation - location - co






6. Activities that assist in developing/enhancing the ability of team members to work together effectively and contribute to the success of the project team. It improves the people skills - technical competencies - and overall team environment and proje






7. 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.






8. 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.






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






10. 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






11. Records of previous project results that can be used to identify risks.






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






13. 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






14. A table that links requirements to their origin and traces them throughout the project life cycle






15. Project team accepts the risk - i.e. team decides not to change the project plan to deal with the risk - or is unable to identify any other suitable response strategy.






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






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






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






19. Outcome of activities performed to accomplish the project.






20. Factors that limit a buyer's options. E.g. - funds availability






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






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






23. 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






24. 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.






25. The process of making relevant information available to project stakeholders in a timely manner - as planned. Performed throughout the entire project life cycle and in all management processes.






26. Process of assessing and combining the impact and the likelihood of identified risks. Prioritizes risks according to their potential effect on project objectives for further analysis or action.






27. Risk Audits examine and document the effectiveness of risk responses in dealing with identified risks and their root causes - as well as the effectiveness of the risk management process.






28. Involves setting a fixed total price for a defined product or service to be provided.






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






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






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






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






33. Description of the product of the project - provides important information about any technical issues or concerns that would need to be considered during procurement planning






34. Process of managing procurement relationships - monitoring contract performance - ad making changes and corrections as needed.






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






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






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






38. 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.






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






40. 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






41. 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.






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






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






44. The process of analyzing activity sequences - durations - resource requirements - and schedule constrains to create the project schedule






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






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






47. Modifications to the cost estimation prepared for the project






48. Processes and procedures developed for the closing or canceling of projects.






49. Complete set of indexed contract documentation - including the closed contract - that is prepared for inclusion with the final project files






50. 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.