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CAPM
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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. 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.
Risk management policies
Matrix Organization
Mitigation
Work Authorization System
2. Diagram that describes a decision under consideration and the implications of choosing one or another of the available alternatives.
Resource Pool Descriptions
Communications Technology
Decision Tree
Lessons Learned
3. A matrix that assigns risk ratings to risks or conditions based on a combining probability and impact scales. Risks with high probability and high impact will require further analysis.
Project Plan Updates
Buyer-Seller relationship
Probability and impact matrix
Scope Changes
4. 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
Bid / quotation
Functional Organization
Plan Quality
Risk Management Plan
5. Process of monitoring the status of the project and product scope and managing changes to the scope baseline.
Control Scope
Communication Requirements Analysis
Scope Changes
Project Team Directory
6. Dependencies that are contractually required or those inherent in the nature of the work. Often involve physical limitations.
Requirements Management Plan
Mandatory Dependencies (or Hard Logic)
Tolerances vs. Control limits
Scope Statement
7. 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
Quality Management Plan
Staffing Pool Description
Fast Tracking
Responsibility Assignment Matrix (RAM)
8. Expectations The process of communicating and working with stakeholders to meet their needs and addressing issues as they occur. Project manager applies appropriate interpersonal skills to manage stakeholder expectations - for example - by building t
Resource Pool Descriptions
Manage Stakeholder
Buyer-Seller relationship
Data precision
9. The amount of time that a schedule activity can be delayed without delaying the early start date of any immediately following schedule activities.
Prototypes
Responsibility Assignment Matrix (RAM)
Projectized Organization
Free Float
10. Generally used when considerations like technical approach and technical skills are paramount in source selection
Project Selection Methods
Risk management policies
Quality Improvement
Proposal
11. The state - quality - or sense of being restricted to a given course of action or inaction. An applicable restriction or limitation - either internal or external to a project - which will affect the performance of the project or a process.
Lessons Learned
Scope Statement
Constraints
Revised Cost Estimates
12. A documented tabulation of schedule activities that shows the activity description - activity identifier - and a sufficiently detailed scope of work description so project team members understand what work is to be performed.
Risk Audits
Requirements Documentation
Risk Register
Activity List
13. 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
Data Precision Ranking
Procurement Statements of Work (SOW)
Code of Accounts
Checklists
14. Describes how project scope will be managed and how scope changes will be integrated into the project. It should also include an assessment of the expected stability of the project scope
Estimate Activity Durations
Scope Management Plan
Attribute Sampling vs. Variables Sampling
Project Schedule Network Diagrams
15. A table that links requirements to their origin and traces them throughout the project life cycle
Work Breakdown Structure (WBS)
Scope baseline
Requirements Traceability Matrix
Indirect costs / Overhead costs
16. Risks that arise as a direct result of implementing a risk response.
Secondary Risks
Procurement Documents
Formal acceptance and closure
Additional Risk Response Planning
17. 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.
Re-baselining
Technical performance measurement
Phase Exits/ Stage Gates/ Kill Points
Free Float
18. Documents the characteristics of the product - result - or service which the project is undertaken to create.
Project Time Management
Risk Audits
Work Breakdown Structure (WBS)
Product Description
19. 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
Develop Schedule
Risk probability
Product description
Project
20. 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.
Group Decision Making Techniques
Analogous Estimating / Top-down
Organization Chart
Identify Stakeholders
21. A hierarchically organized depiction of the project organization arranged so as to relate the work packages to the performing organizational units.
Inspection
Scope Statement
Flowcharts
Organization Breakdown Structure
22. Any numbering system used to uniquely identify each component of the work breakdown structure.
Code of Accounts
Mitigation
Project Planning Methodology
Project Risk Management
23. Any numbering system used to uniquely identify each component of the work breakdown structure.
Training
Make-or-buy analysis
Quality Policy
Proposals
24. The calculated projection of cost performance that must be achieved on the remaining work to meet a specified management goal - such as the budget at completion (BAC) or the estimate at completion (EAC). It is the ratio of 'remaining work' to the 'fu
Independent estimates
Project Procurement Management
To-Complete Performance Index (TCPI)
Forecasting
25. Any modification to the contents of the project plan or the supporting details.
Prevention vs. Inspections
Contingency - Buffer - Reserve
Project Plan Updates
Performance Reviews
26. 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.
Distribute Information
Performance Reviews
Acceptance
Interviews
27. Modifications to the cost estimation prepared for the project
Project Quality Management
Quality Improvement
Bottom-up Estimating
Perform Quality Control
28. Approved modifications to the project schedule that are used to manage the project
Forecasting
Project Plan Updates
Documentation Reviews
Schedule updates
29. An estimating technique that uses parameters from a previous - similar project as the basis for estimating the same parameter/measure for a future project. Frequently used to estimate project duration when there is a limited amount of detailed inform
Lag
Risk Audits
Analogous Estimating (top-down)
Risk Database
30. Any modification to the agreed upon project scope as defined by the approved WBS
To-Complete Performance Index (TCPI)
Performance Reviews
Scope baseline
Scope Changes
31. Collection of generally sequential project phases.
Procurement resources
Constraints
Project Life Cycle
Communications Technology
32. Subdivision of project deliverables into smaller - more manageable components
Assumptions Analysis
Decomposition
Scope baseline
Total Float
33. A partially complete document in a predefined format that provides a defined structure for collecting - organizing - and presenting information and data.
To-Complete Performance Index (TCPI)
Templates
Constraints
Contract Change Control System
34. Describes the procurement item in sufficient detail to allow prospective sellers to determine if they are capable of providing the products - services - or results.
Perform Qualitative Risk Analysis
Quality Policy
Residual Risks
Procurement Statements of Work (SOW)
35. Processes and procedures developed for the closing or canceling of projects.
Probabilistic Analysis of the project
Stakeholder register
Project Stakeholders
Project Closeout
36. Group of related projects managed in a coordinated way to obtain control and benefits that are not available if managed individually.
Quantitatively based durations
Project Scope
Templates
Program
37. Modifications to the cost estimation prepared for the project
Stakeholder Analysis
Differences between Operations and Project
Revised Cost Estimates
Communications management plan
38. Documented direction for executing the project work to bring expected future performance of the project work in line with the project management plan.
Control Scope
Corrective Action
Constraints
Quality Policy
39. Activities should have a coding structure to allow sorting and/or extractions based on different attributes assigned to the activities.
Risk Audits
Assumptions Analysis
Differences between Operations and Project
Coding Structure
40. 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.
Schedule Baseline
Scope Statement
Constraints
Program Evaluation and Review Technique (PERT)
41. Costs allocated to the project by the performing organization as a cost of doing business (e.g. - salaries of corporate executives). Usually calculated as a percentage of direct costs.
Re-baselining
Indirect costs / Overhead costs
Deliverable
Procurement file
42. 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
Analogous Estimating / Top-down
Project Plan Updates
Constraints
Matrix Organization
43. Technique to evaluate the degree to which data about risks is useful for risk management.
Revised Cost Estimates
Data Precision Ranking
Project Cost Management
Schedule Compression
44. 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
Decision Tree
Program Evaluation and Review Technique (PERT)
Tolerances vs. Control limits
Procurement resources
45. 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.
Direct costs
Make-or-buy analysis
Quality Metrics
Avoidance
46. A process of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests - expectations - and influence of the stakehold
Fixed- price contracts
Stakeholder register
Program Evaluation and Review Technique (PERT)
Stakeholder Analysis
47. 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.
Project Management Information Systems (PMIS)
Work Breakdown Structure (WBS)
Schedule Compression
Resource Leveling
48. Seeking to shift the consequences of the risk to a third party together with the ownership for the response.
Differences between Operations and Project
Attribute Sampling vs. Variables Sampling
Transference
Inspection
49. The expected total cost of a schedule activity - a work breakdown structure component - or the project when the defined scope of work will be completed.
Fast Tracking
Projectized Organization
Analogous Estimating / Top-down
Pareto Diagram/ Chart
50. 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
Phase Exits/ Stage Gates/ Kill Points
Activity List
Project Portfolio Management
Risk Consequences
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