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CAPM
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Subjects
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certifications
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capm
Instructions:
Answer 50 questions in 15 minutes.
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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. Modifications to the cost estimation prepared for the project
Plan Risk Management
Training
Revised Cost Estimates
Product description
2. Involves procedures required to close a contract as specified in the prescribed procedures for close procurements. Includes product verification and administrative closure.
Develop Human Resource Plan
Responsibility Assignment Matrix (RAM)
Estimate Costs
Close procurements
3. Meetings held to assess project status and/or progress.
Bottom-up Estimating
Performance Reviews
Procurement negotiations
Simulation
4. 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
Scope Management Plan
Contract
Stakeholder register
Project
5. 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
Simulation
Bidder Conferences
Design of Experiments (DOE)
Project Quality Management
6. 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.
Bid / quotation
Quality Improvement
Buyer-Seller relationship
Subproject
7. The process in which the estimated costs of individual activities or work packages are aggregated to establish an authorized cost baseline.
Source Selection Criteria
Scope Changes
Scope Change Control System
Determine Budget
8. Describes the need - justification - requirements - and current boundaries for the project.
Buyer-Seller relationship
Risk
Technical performance measurement
Scope baseline
9. Describes the processes required to ensure timely and appropriate generation - collection - dissemination and ultimate disposition of project information. It includes identifying stakeholders - planning communication - distributing information - mana
Project Selection Methods
Plan Quality
Project Communications Management
Attribute Sampling vs. Variables Sampling
10. Approved modifications to the project schedule that are used to manage the project
Schedule updates
Manage Stakeholder
Constraints
Schedule Compression
11. 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.
Analogous Estimating (top-down)
Sub Network / Fragment Network
Design of Experiments (DOE)
Control Schedule
12. Process of formally authorizing a new project or the next phase of an existing project; links the project to the ongoing work of the performing organization
Scope Changes
Procurement performance reviews
Contract Change Control System
Initiation
13. Project Simulation uses a model that translates the specified detailed uncertainties of the project into their potential impact on project objectives.
Change Requests
Decision Tree
Critical Path Methodology (CPM)
Simulation
14. A project is a temporary endeavor undertaken to create a unique product - service - or result
Project
Corrective Action
Project Plan Updates
Determine Budget
15. 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.
Assumptions
Procurement performance reviews
Projectized Organization
Product Analysis
16. 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.
Performance Reviews
Procurement audits
Project Planning Methodology
Communications management plan
17. 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.
Make-or-buy analysis
Risk Consequences
Organization Chart
Re-baselining
18. 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
Similarities between Operations and Projects
Organization Chart
Identify Stakeholders
Analogous Estimating / Top-down
19. 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
Procurement audits
Identify Risks
Contract Change Control System
Re-baselining
20. 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
Product Scope
Distribute Information
Proposals
Root Cause Analysis
21. Includes the processes required to purchase or acquire products - services - or results needed from outside the project team.
Functional Organization
Similarities between Operations and Projects
Constraints
Project Procurement Management
22. 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.
Secondary Risks
Prioritized list of quantified risks
Contingency - Buffer - Reserve
Plan Communications
23. Process of formalizing acceptance of the completed project deliverables
Manage Stakeholder
Quantitatively based durations
Control Scope
Verify Scope
24. Outcome of activities performed to accomplish the project.
Develop Human Resource Plan
Fast Tracking
Sensitivity Analysis
Work Results
25. Action taken to bring a defective or nonconforming item into compliance with requirements or specifications. It is a frequent cause of project overruns in most application areas.
Mitigation
Estimate at Completion (EAC)
Rework
Interviews
26. Any form of schedule network analysis in which scheduling decisions are driven by resource constraints.
Mitigation
Resource Leveling
Cost Performance Baseline
Control Schedule
27. 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
Secondary Risks
Product description
Probabilistic Analysis of the project
Quality Audit
28. It is a tool and technique which is used to determine the information needs of the project stakeholders. This is a key component for planning the project's actual communications. It would assist in determining and limiting who will communicate with w
Inspection
Brainstorming
Documentation Reviews
Communication Requirements Analysis
29. 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.
Contingency - Buffer - Reserve
Forecasting
Triggers
Perform Quantitative Risk Analysis
30. Checklists are structured tools - usually component specific - used to verify that a set of required steps has been performed and to ensure consistency in frequently performed tasks. These can be developed based on historical information and knowledg
Monitor and Control Risks
Project Planning Methodology
Interviews
Checklists
31. Measuring - examining and testing undertaken to determine whether results conform to requirements; also called reviews - product reviews - audits - and walkthroughs
Probability and impact matrix
Project Planning Methodology
Constraints
Inspection
32. 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.
Direct costs
Staffing Pool Description
Re-baselining
Project Communications Management
33. Process of changing the schedule baseline. It is done when schedule delays are very severe - and the project schedule has to be completely changed.
Re-baselining
Project Cost Management
Grade
Interviews
34. A management control point where the resource plans - scope - schedule and actual cost are integrated and compared to earned value for performance measurement.
Control Account
Transference
Project Files
Administer procurements
35. 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
Observations
To-Complete Performance Index (TCPI)
Project Files
Analogous Estimating / Top-down
36. It can include correspondence - memos - meeting minutes - and documents describing the project.
Workaround plans
Project Records
Control Costs
Procurement file
37. 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
System or Process
Schedule updates
Critical Path Methodology (CPM)
Assumptions Analysis
38. Processes and procedures developed for the closing or canceling of projects.
Re-baselining
Inspection
Quality Management Plan
Perform Quality Control
39. 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.
Project Management Information Systems (PMIS)
Free Float
Performance Reviews
Project Human Resource Management
40. Document that formally authorizes a project. Provides project manager with the authority to apply organizational resources to project activities.
Project Scope Management
Project Charter
Mitigation
Quality
41. Effect on project objectives if the risk event occurs.
Risk Consequences
Differences between Operations and Project
Plan Quality
Acquire Project Team
42. Any modification to the agreed upon project scope as defined by the approved WBS
Collect Requirements
Scope Changes
Functional Organization
Report Performance
43. 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.
Risk Audits
Additional Risk Response Planning
Avoidance
Contract
44. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Analogous Estimating (top-down)
Indirect costs / Overhead costs
Organization Breakdown Structure
Bidder Conferences
45. Defines what kinds of competencies are required from what kind of individuals or groups and in what time frames.
Free Float
Collect Requirements
Documentation Reviews
Staffing Requirements
46. Repository that provides for collection - maintenance - and analysis of data gathered and used in the risk management process. Use of this database assists risk management throughout the organization and - over time - forms the basis of a risk lesson
Performance Reports
Risk Database
Risk
Simulation
47. Process of implementing risk response plans - tracking identified risks - monitoring residual risks - identifying new risks - and evaluating risk process effectiveness throughout the project.
Stakeholder Analysis
Monitor and Control Risks
Forecasting
Report Performance
48. Project team must measure itself periodically against the expectations of those outside the project.
Analogous Estimating / Top-down
External Feedback
Avoidance
Mathematical Analysis
49. Process of developing a detailed description of the project and product
Define Scope
Additional Risk Response Planning
Focus groups
Risk Management Plan
50. 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.
Mathematical Analysis
Differences between Operations and Project
Identify Stakeholders
Risk Register
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